I am Cal1 Bryant, a technical leader with over a decade of experience delivering complex software in regulated healthcare environments.2 Currently, I am VP of Engineering at Cydar, where I lead teams developing a cloud-native surgical guidance platform3 used in operating rooms around the world in over 5000 procedures to date.
My background blends hands-on engineering with organisational leadership. At Cydar, I’ve scaled our engineering function from a small dev team to a high-performing group delivering CE/FDA-regulated software. I’ve led initiatives across medical image processing, AI-based procedure planning, hardware and cloud/edge deployment — always with a focus on safety, traceability, and velocity.
Short for “Callan” ↩︎
Healthcare is a rewarding industry incidental to my career. Generally meaningful technology where innovation is required interests me. ↩︎
Which delivers reliable edge deployment, PACS integration, real-time highly parallel supercomputing, video integration, 3D application streaming and AI inference. ↩︎
How I work
At work my philosophy is to try to “replace” myself; automate systems and empower team members to produce a robust and effective business unit. This is to allow me to focus on the bigger picture of driving commercial success.
I tend to hire generalists4 and look for people that are excited, passionate and have the drive to pursue hobbies in related areas. I find these are the best indicators of someone able to innovate and invent, which is essential in my mind.
I enjoy mentoring and work closely with my team, being careful not to micro-manage or gate-keep. I stay technical, keeping close to system design, architecture and technical decisions.
The key to success for any project is communication. Fostering an open and honest environment where team members feel comfortable discussing the impact of problems on the roadmap is imperative. It’s better than discovering the project will be late as the deadline approaches, despite the initial pain.
Engineering is a huge motivation, though I make sure to work closely with the commercial team and rest of the leadership to ensure a return on investment for the engineering spend.
Getting customers in the loop in every development phase is a necessity, so we can predict and experience success.
Imperative, in my opinion, for a lean team where adaptability is key. For bigger teams specialists are often required. ↩︎
Connect with me
Get in touch via email, X or LinkedIn. I’m also on Github.5 I’m up for networking6 and building things.
My CV is available as HTML or PDF.
About Me
In my spare time I enjoy writing software, electronic design, DIY, coffee, HiFi audio, cardio/strength training.7 I live in Cambridgeshire with my wife, 2 daughters and our cat.
I also try to blog every few months, covering projects and guides. I publish when I feel I have innovated, solved a problem or spent time trying to understand something.
Badminton, running, cycling and circuit training. Sometimes kayaking. ↩︎
Testimonials
Some 360-degree feedback excerpts from reports and peers circa 2024:
Cal is an elite engineer and inspiring leader. He has been central to my development and has enabled me to thrive. Cal empowers his team and trust them to make decisions, which is key to creating high-performing teams.
Cal is an exceptional manager with an always positive attitude and strong belief in his team. He’s always ready and happy to offer support, and I’ve learned a great deal from him. His talent for breaking down complex technical concepts, explaining them clearly, and guiding through the development process has been instrumental in my growth.
Cal makes well thought through points, he looks at a problem from different perspectives, and is active in seeking knowledge and input from others. He is a loyal and dedicated employee, he’s enthusiastic and passionate about our mission, he will always do what’s best for the greater good.