2023-09-03

It’s before six on a Sunday morning and as I look out of the window I can see the sky start to slowly fade and lose the only black in favour of a grey/blue hue.

Why am I awake? Well, because pet ownership is not all it’s cracked up to be. The silly thing awoke me with some panicked crying and upon inspection it looks like she shat, spread it everywhere and then tried to eat the evidence. As you might image the sight and the smell was really quite something. I wouldn’t have minded so much if she hadn’t been let out of the cage only an hour earlier to then run, hide and crap on a bathroom carpet.

I’m not going to lie. I don’t see it. Maybe pet ownership isn’t a thing for me. But as I keep saying to myself, fatherhood of tiny humans took me 9 months to come around to.

Meanwhile my legs are a little stiff this morning. Which is certainly better than cramping. But I’m pretty concerned about race day. I am now only 3 weeks away from race day and I realized thanks to life and some wisdom teeth complications I haven’t actually done and outside run for five weeks.

Last night I did my usual 10k loop of the mountain but extended it a bit to avoid the terribly cambered sidewalks that have previously been the source of many blisters and knee tendon delicateness. A total of 11k then, pretty much at as close as I can get to race pace (or as much as my heart rate would allow). For an eventual 7:00 pace - and boy did I feel it. Not great. There was no way I could have kept that pace for much longer, let alone another 10k.

That pacing would get me around in around 2h30, which isn’t terrible, but it’s enough to motivate me to get up in the mornings and do some training before work.

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2023-09-01

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2023-09-05

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.