2023-08-28

Today was the first day with a puppy in my life. I never had animals as a kid. I mean there were briefly goldfish in an old pond - but the lack of feeding and responsibilities associated with that hardly counts - especially considered the few weeks of life they had before the local heron had them as an appetizer.

I never much remember even wanting for an animal as a kid. From as early as my brother could make some sort of childcare arrangement both of my parents were working. I remember my dad’s drilling words that it would not be fair on an animal as none of us were home all day. From there my childhood mind had extrapolated that were busy almost all weekend, and that when we weren’t in school we did travel a lot. Either day trips, family trips or plain old vacation.

With a little more age, it is interesting to note that I had extrapolated well beyond the original premise to an almost absurd degree without ever contemplating whether the original premise was valid.

However, today is my first day as a sort of dog owner. I’m not really sure what I am yet. I’m not sure if I’ll be some sort of custodian. Some sort of supervisor to my children as they work out their own responsibilities and relationships. Or perhaps some sort of onlooker to the development of “the wife’s dog”.

All of that currently remains unclear. And it would foolish to make any guesses about it - let alone try to navigate and steer that in any direction.

What is clear to me, is that there is something intrinsically wired into our coevolved brains. Within 12 hours I had more deep emotional moments of actually feeling love with this silly bag of skin. No, the level of care, trust and induced happiness was there near instantly. That sense of belonging took two months with my second son. Nine with my first.

Maybe I’m becoming old and soft. Or maybe I just finally get it. Maybe I am an animal person after all these years. Maybe the narrative we tell ourselves never questions the original premise.

Older post

2023-08-27

Newer post

2023-08-29

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.