What Does an Engineering Team Actually Do?

Understanding Their Purpose, Scope, and Structure

When we think of a company, we often focus on the visible parts—sales, marketing, customer service. But for technology-driven companies, the engineering team is at the heart of it all. Unlike teams that manage operations or market products, engineering teams are responsible for designing, building, and maintaining the actual products and systems that define the business.

When I started Engineering school, I knew precious little about the purpose and scope of an engineer, let alone an engineering team. I wanted to know what an engineering team does, how each team member contributes and what the day to day looks like. I was just curious at the time, but this information was crucial later when I was planning my career trajectory.

My aim is to explain what the purpose and scope of an engineering team is so that whether you are considering studying engineering, getting your first internship, getting your first real job out of college or thinking about moving into management, you will hopefully have a better understanding of what you are getting into.

So, what exactly does an engineering team do, and how is it structured? Let’s take a closer look at their purpose, scope, and hierarchy.

The Core Purpose of an Engineering Team

An engineering team’s primary purpose is to create, develop, and sustain the company’s core products, technology, or infrastructure. They’re the builders and problem-solvers, transforming ideas into real, functional solutions. Whether the product is a software app, a medical device, or a piece of industrial equipment, the engineering team is responsible for making sure it works—and works well.

Key Areas of Focus

Product Development and Innovation: Engineering teams turn concepts into actual products. This involves designing, prototyping, testing, and refining to ensure that what they create not only functions but meets user needs and industry standards.
Problem Solving and Optimization: Engineers are skilled at identifying and solving technical problems. They not only fix issues that arise but continuously optimize products, making them faster, more reliable, and easier to use.
Quality and Safety Assurance: For products in fields like healthcare or automotive, ensuring safety and quality is critical. The engineering team runs tests and adheres to strict standards to protect users and uphold the company’s reputation.

Example: At a company developing wearable health technology, the engineering team would be responsible for designing the wearable device, ensuring that it accurately tracks health data, and creating a user-friendly app for data monitoring. They also address issues like battery life, comfort, and device durability.

The Structure and Hierarchy of an Engineering Team

A typical engineering team has a hierarchy that helps organize tasks, delegate responsibilities, and manage accountability. Here’s a look at the different roles in a structured engineering team and who reports to whom:

1. Chief Technology Officer (CTO) or VP of Engineering

Role: At the top of the engineering hierarchy, the CTO or VP of Engineering oversees the entire engineering function within the company. They set strategic goals, manage budgets, and align engineering activities with the company’s vision and objectives.
Responsibilities: Strategic planning, resource allocation, innovation leadership, and aligning the team’s goals with business objectives.
Reports To: Typically, the CEO or other C-level executives.
Reports From: Engineering managers, project leads, and occasionally specialized teams (like R&D or quality assurance).

2. Engineering Managers

Role: Engineering managers oversee specific engineering projects or departments, such as software, mechanical, or electrical engineering. They manage a team of engineers, guiding them through each stage of development.
Responsibilities: Resource planning, setting project milestones, coordinating with other departments, conducting performance reviews, and troubleshooting team issues.
Reports To: CTO or VP of Engineering.
Reports From: Team leads and individual engineers within their projects.

3. Team Leads (Technical Leads or Project Leads)

Role: Team leads are experienced engineers who lead a specific project or focus area within the team. They’re responsible for the technical direction of a project, offering guidance to engineers, and making high-level technical decisions.
Responsibilities: Setting technical standards, conducting code or design reviews, mentoring junior engineers, and coordinating with engineering managers.
Reports To: Engineering managers.
Reports From: Junior and mid-level engineers working on their specific project.

4. Senior Engineers

Role: Senior engineers have extensive technical expertise and often specialize in a particular area, like software development, mechanical design, or systems engineering. They provide high-level input, mentor junior engineers, and handle complex tasks.
Responsibilities: Technical problem-solving, designing and developing advanced features, optimizing systems, and supporting team leads.
Reports To: Team leads or engineering managers.
Reports From: Junior engineers they may mentor or guide.

5. Junior Engineers

Role: Junior engineers are newer to the field and handle tasks under the guidance of senior engineers and team leads. They work on specific assignments, learning and building their skills within the team.
Responsibilities: Assisting with design, coding, testing, troubleshooting issues, and documenting processes.
Reports To: Senior engineers or team leads.

Example: In a project to develop a medical device, the CTO would set the strategic goals for innovation, while the engineering manager would oversee timelines, budgets, and resource needs. Team leads handle day-to-day decisions on technical issues, while senior engineers tackle challenging design aspects, and junior engineers assist with development and testing.

How Engineering Teams Differ from Other Teams

Engineering teams play a unique role compared to other departments, like sales or accounting, because they work directly with the product itself. Here’s what sets them apart:

Direct Impact on the Product: Unlike sales or marketing, which promote and support existing products, the engineering team actually creates and maintains the product. Their work determines the product’s functionality, usability, and performance.
Focus on Technical Problem Solving: Engineers are trained problem-solvers. They tackle complex challenges that require a blend of scientific knowledge, technical skill, and creative thinking, such as how to make software faster or how to improve a machine’s efficiency.
Long-Term Value Creation: Engineering teams create products and solutions that drive long-term value. They’re not just focused on today’s sales figures—they’re building the foundation for the company’s future success by ensuring the product stays competitive and up-to-date.

Example: At a software company, the engineering team works to improve an app’s security, adding features and enhancing speed. This adds long-term value by keeping users satisfied and attracting new ones, which ultimately benefits the company’s growth.

Case Study: Developing a New Medical Device at Stryker

The best way to explain the R&D process is through a case study. For our purposes, let’s explore the comprehensive process undertaken by Stryker’s engineering team in developing an implantable continuous glucose monitor (CGM) for diabetic patients. This advanced device would allow patients to monitor glucose levels in real-time, reducing the need for frequent finger-prick tests and enabling better health management. We’ll examine each stage of development in detail, covering objectives, responsibilities, skills, timelines, tools, and how the team manages setbacks.

1. Research and Requirements Gathering (4-6 months)

The first stage of the project is all about understanding what the device needs to do, who it’s designed for, and the regulations it must meet. During this phase, Stryker’s engineering team collaborates with product managers, clinical researchers, and regulatory consultants to define the project’s requirements and create a clear, comprehensive project brief.

The objective at this stage is to lay the groundwork by establishing the device’s core functions, user needs, and compliance standards. Biomedical engineers play a key role in researching materials that are biocompatible, ensuring they won’t cause immune responses or other adverse reactions when implanted in the body. Clinical researchers consult with healthcare professionals to gather insights into patient needs and usability considerations, making sure the device addresses real-world challenges faced by diabetic patients. Meanwhile, regulatory affairs specialists focus on compliance requirements, such as those mandated by the FDA (U.S.), EMA (European Union), or TGA (Australia), ensuring the device meets strict safety and efficacy standards.

This research and requirements gathering phase generally takes 4 to 6 months, as it involves extensive consultations and technical investigations. The team relies on medical journals, regulatory databases, and compliance software (like Veeva Vault) to track and organize regulatory requirements. If issues arise—such as discovering that a commonly used material could trigger an immune response—the team consults materials scientists and tests alternatives, adjusting the project scope as needed to prevent larger issues in later stages.

2. Conceptual Design and Prototyping (6-8 months)

With a well-defined set of requirements, the engineering team moves on to the conceptual design phase. Here, their objective is to create a preliminary design and prototype that meets the basic functional and safety requirements identified in the previous phase. This involves turning ideas into tangible solutions that can undergo initial testing.

Mechanical engineers are tasked with designing the device’s physical structure, selecting materials that fit both functional and biocompatible standards. They collaborate with electrical engineers, who handle the design of the internal electronics, such as sensors and transmitters, responsible for collecting and sending glucose data to an external device. Biomedical engineers ensure the design remains suitable for implantation, considering factors like the device’s shape, durability, and how it interacts with human tissue. Together, these teams build a prototype that undergoes initial tests for viability and durability.

This stage typically lasts 6 to 8 months, as engineers work through design iterations and test various configurations. Essential skills in CAD design, prototyping, and biocompatibility are necessary to tackle the technical challenges that emerge. Engineers use CAD software like SolidWorks to create 3D models and prototyping tools like 3D printers to build the initial device. If setbacks occur—such as finding that the prototype struggles with data transmission—the team revises the circuitry or tests different power solutions to improve performance.

3. Detailed Design and Development (12-18 months)

Once the initial prototype has shown promise, the team moves into detailed design and development. In this phase, the objective is to refine the device’s functionality, focusing on improving accuracy, reliability, and durability. Additionally, the team works on developing a mobile app that will allow patients to monitor their glucose levels in real-time.

Software engineers develop the app interface, ensuring seamless data integration from the CGM device to the app for accurate, user-friendly displays. Quality Assurance (QA) engineers conduct extensive tests to confirm that the device performs consistently under a range of conditions, from different temperatures to variations in user activity levels. Documentation is a crucial part of this stage; regulatory affairs specialists begin preparing the necessary reports and technical documents for regulatory submission, detailing every test, adjustment, and design decision.

This stage can take 12 to 18 months, as every refinement must be thoroughly tested and documented. The team’s work requires advanced testing skills, data analysis, and a strong understanding of regulatory documentation. They use simulation software like ANSYS to test the device’s performance under various conditions, while data analysis platforms (e.g., MATLAB or Python) help them analyze test results. If tests reveal unexpected issues—such as data inconsistencies due to environmental changes—engineers develop algorithms to correct readings, adjusting the design as needed to ensure accuracy.

4. Testing and Regulatory Approval (18-24 months)

With a refined design in hand, the team proceeds to the testing and regulatory approval phase, where the device undergoes rigorous clinical trials to confirm its safety and efficacy. The objective here is to validate the device through real-world testing, proving that it functions safely and effectively for patients.

Biomedical engineers oversee the clinical trials, ensuring that protocols align with regulatory standards and that data is collected accurately. Clinical trial managers coordinate the trials, working with healthcare providers to monitor patient use and collect feedback. Regulatory affairs specialists liaise with agencies like the FDA, EMA, or TGA, preparing and submitting extensive documentation to demonstrate compliance and respond to any questions.

This stage often takes 18 to 24 months, as it involves multiple phases of trials and meticulous regulatory review. The team relies on electronic data capture (EDC) systems like Medidata for recording trial data, and statistical software (such as SPSS or R) for analyzing trial results. Clinical trials can encounter setbacks, such as discovering that the device does not perform consistently across different patient groups. In such cases, the engineering team may make design adjustments, update documentation, and conduct additional testing before resubmitting for approval.

5. Manufacturing and Quality Control (6-12 months)

Once the device receives regulatory approval, the team shifts focus to mass production. The objective during this phase is to set up a reliable manufacturing process that ensures each device meets the same high standards of quality and performance.

Manufacturing engineers design the production process, determining the most efficient workflows for assembling the device. They collaborate with quality control engineers, who develop testing protocols to verify the functionality of each device produced. Supply chain managers work with the team to source high-quality materials and ensure timely production, managing suppliers and inventory to prevent delays.

Manufacturing setup and quality control typically take 6 to 12 months, as processes are established and refined. The team uses manufacturing execution systems (MES) like Apriso to monitor production, and automated testing equipment for performing quality checks on each device. If production issues arise—such as inconsistent quality in early runs—the engineers review the assembly line, troubleshoot errors, and adjust protocols to maintain consistency.

6. Post-Market Surveillance and Support (Ongoing)

After the product is launched, the engineering team continues with post-market surveillance and support, monitoring device performance and collecting user feedback. The objective here is to ensure that the device continues to function safely and effectively in real-world conditions and to address any issues that arise.

Product support engineers analyze feedback from healthcare providers and patients, working to resolve any reported issues. Software engineers handle updates to the mobile app, tweaking data transmission settings or making usability improvements as necessary. Regulatory affairs specialists stay involved to ensure any post-launch modifications meet regulatory standards and are documented properly.

This ongoing stage involves regular monitoring and data analysis, with feedback and performance trends reviewed continuously. Engineers use customer relationship management (CRM) tools like Salesforce to track user feedback, and data analytics platforms like Tableau for performance monitoring. If issues emerge post-launch, such as connectivity challenges or user complaints about battery life, the team investigates and issues app updates or other fixes to enhance the user experience.

Conclusion

An engineering team is the backbone of product innovation and development, transforming ideas into functional, high-quality solutions that impact lives. Through a structured process—from research and design to testing, regulatory approval, and post-launch support—engineering teams like Stryker’s tackle complex challenges that require both technical expertise and adaptability. The roles within the team are carefully defined, with each member contributing specialized skills, whether in biocompatibility, data transmission, or regulatory compliance, all while collaborating to meet the rigorous demands of industries like healthcare technology.

Our case study on Stryker’s continuous glucose monitor (CGM) illustrates the depth and resilience of engineering teams as they navigate each phase of development. Setbacks in testing or regulatory hurdles are met with innovative problem-solving, using tools like CAD software and data analysis to refine the product. By focusing on both functionality and safety, engineering teams ensure that the product not only meets user needs but also complies with industry standards. Even after launch, their work continues, monitoring real-world performance to maintain reliability and improve user experience. In this way, the engineering team serves as a cornerstone of a company’s success, creating products that make a meaningful difference.

Ready to dive deeper into the world of engineering and product development? Explore our blog for more insights into how engineering teams drive innovation, tackle complex challenges, and bring impactful products to life.

Technical Executive Academy