2023-08-21

Another day, another dollar. I’m trying a new thing today - I’m writing in the evening. We’re in that false sense of quiet stage in the lull about half an hour before bed, when the kids are largely winding down and into a screen or quietly playing solo.

I wish I could say that it was because of some well intentioned effort to optimize the writing time. But it is not that. This morning was a hard start. The motor was cold, and I practically well asleep upright on the sofa before I had a chance to make the coffee. Had the little one not been so insistent on being fed, then another hour could have easily slipped on by. But alas!

Anyway, a curious day. So much like so many others, and yet completely different. We are in an odd impermanence with big’un. Summer camp has ended, but school doesn’t start until next week. And well, I say “next week”, but they have 2 staff training days at the school - I guess the teachers need to easy back into it as well. So really big’un starts on Wednesday that week. Thursday and Friday this week are the company retreat, and little guy has no daycare either as they deep-clean ahead of the new year. so I can’t pretend to half work during the day and cover what I didn’t get around to in the evenings, as I’ll be doing tonight.

However, the big’un has been asking me nicely for the last 6 months or so to see my office, so today was his lucky day. We dropped his brother off at daycare, then heading off to the most exciting form of transport, the metro, for a jaunt to the office.

I don’t really know what he was expecting from it all. I mean to me it’s just an office. But to him he left saying that “it was the best day ever”. I mean, he saw a couple of conference rooms, a kitchen loaded with snacks, played some foosball, sat with a bunch of people happily having lunch together, and I guess some giant TVs (these ones also come with cameras).

After a thrill ride of a day, we even took a bus home! Crazy!

But from a different world view, he got to play with an iPad almost all day. Ate pizza for lunch. Spent some quality time with his old man. And got to ride on a subway train and a bus, all in one day.

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2023-08-19

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2023-08-22

How do you define successful engineering leadership?

The Philosophy

Many view technical leadership as being the “smartest architect in the room.” I see it as the opposite. My job is to build a room where I don’t have to be the smartest person because the systems, culture, and communication are so robust that the team can out-innovate me.

The Strategy

  • Alignment: Does every engineer understand how their sprint task impacts the company’s bottom line?
  • Velocity vs. Stability: We aren’t just “shipping fast”; we are building a predictable, repeatable engine that doesn’t collapse under its own weight at the next order of magnitude.
  • The Human Growth Curve: Success is when the engineering team’s capability evolves faster than the product’s complexity. If the team feels stagnant, the tech stack will soon follow.

What is your approach to scaling technical organizations?

The Philosophy

Scaling isn’t just “hiring more people” - that’s often how you slow down. Scaling is about moving from Individual Heroics to Organizational Systems.

The Strategy

  • The 3-Continent Perspective: Having managed global teams, I focus on “High-Signal Communication.” As you grow, the cost of a meeting triples. I implement “Asynchronous-First” cultures that protect deep-work time while ensuring no one is blocked by a timezone.

  • Modular Autonomy: I advocate for breaking down monolithic teams into autonomous units with clear ownership. This reduces the “communication tax” and allows us to scale the headcount without scaling the bureaucracy.

  • Automation as Infrastructure: At petabyte scale, manual intervention is a failure. I treat the developer experience (CI/CD, observability, self-service infra) as a first-class product to keep the “path to production” frictionless.

How do you balance high-growth velocity with technical stability?

The Philosophy

Technical debt isn’t a “bad thing” to be avoided; it’s a set of historical decisions that no longer serve you. Like any loan, leverage can accelerate growth when investments payoff. But if velocity and returns are slowing you need a payment plan before the interest kills you.

The Strategy

  • The ROI Filter: I don’t refactor for the sake of “clean code.” I don’t refactor a micro-service with no users. I refactor when the pain on that debt - measured in bugs, downtime, or developer frustration - starts to exceed the cost of the fix.

  • Zero-Downtime Culture: Especially at scale, stability is a feature. I implement “Guardrail Engineering” where the system is designed to fail gracefully, ensuring that a Series B growth spike becomes a success story rather than a post-mortem.

  • The 70/20/10 Rule: I typically aim to dedicate 70% of resources to new features, 20% to infrastructure/debt, and 10% to R&D. This ensures we never stop innovating, but we never stop fortifying either.