2023-08-30

Well it is coming up on two business days since I interviewed over at that finance company. I guess that means that they are not interested - or that their recruitment process is completely unlike their ultra-low latency network. Not that it matters. I’m pretty ambivalent towards the notion of a new job.

Learning a bunch of new faces, redefining my persona, my reputation all-over-again doesn’t ignite much passion in me. But I have to say, it was nice to feel the thrill of excitement that comes from interviewing. It feels a little bit like a rollercoaster crossed with a talent contest. I know that I have a safe job, so the whole experience is ultimately safe, I don’t have the desperation of needing to pay the mortgage or feed the kids. But my ego has the need to impress a stranger. And the intellectual in me enjoys being challenged to think about problems I’d never considered.

Considering it took over two weeks to get an interview in the first place, it would not surprise me if they suddenly came back to me out of the blue. But for now, I shall assume it was a thing I tried.

The one thing that it did highlight, is the same feeling I’ve had with my previous two employers. Being a technically minded type, which can communicate well and likes people, I’ve quicken gotten myself almost promoted out of technical work three times now. This would have been another sideways but also slightly down move - to take me back to technical. Maybe, I see that as an easy way to get into an organization. But perhaps, I should put a bit more focus on getting to the next level.

I was given the advice this week, that I should stay, for another year or two, but given the flexibility of the work - maybe I should just start doing the job I want now. It’s certainly nice to have external validation that someone else could see me as a CTO one day if I wanted it. They went on to say, job title or not, doing the reps, getting the experience, and then being able to say in the next job interview that I’ve been doing x for y years with z number of people is all that matters.

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2023-08-29

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2023-09-01

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.