2023-08-29

Today I cried a little. Not a lot. But a little. Just something about the day. The last few days warranted it.

Today I just had 14 consecutive hours of drilling. A constant stream of interruptions, nagging, pointless observations on the world and complaints. Having a hyperactive child at home, when I need to work, and it’s raining over my only breaks between meetings so I can’t even run him is… exhausting.

And it compounds upon the week prior of having him under my feet and a long weekend away where all I do is end up resenting him. I compare his childhood against my own, and he just accepts everything I ever could have dreamed of as a child. His weekend was all rollercoasters, water parks and bike rides in the woods. Only interrupted with whatever he wanted from a patisserie or steakhouse.

Then in the few respites, there was a tiny pup trying to chew her way through cables, plants and any carpet she had yet to piss on.

To cap it all. Today felt the first time that I felt genuinely as a second class citizen. I consider Canada my home now and have for a long time. And as a Canadian who is native in one of the legal languages I have a hard time reconciling being told that I am inferior and need to change my ways.

Previously, I was learning French on my own time, at my own pace. Out of curiosity. Out of a wish to improve my appreciation of the city. But now I’m being told by my local government that my employer is at risk of a lawsuit because a bunch of documents for Anglophone clients isn’t all translated.

It really is a slap in the face to have the feeling that my career of some 15 years is wrong. That I’m doing it wrong.

What it does, is make me want to leave Quebec on the principle of the thing. And to have my peers nod along and agree with it because we’re not “some international like Microsoft” but because we “take some funding from the government”. Where does it end?

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2023-08-28

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2023-08-30

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.