2023-09-10

Today I accidentally ran a top 3 half marathon time. Which isn’t all that surprising considering it was only the third time that I’ve actually completed a half. I completed a few more 18+ km runs last summer in the build up to race day. But after this summer’s subpar training and that was before I lost 5 weeks of training in worries around wisdom teeth.

In reality, I was incredibly insane today. Last Sunday night I did my first run back after over a month and struggled my way around eleven or so km. The sensible thing would have been to do 15 today. 17 or 18 next weekend and then save myself for the full 21.1 on race day.

Jumping to 21 was nothing short of stupid. But I feel like sometimes I feel the need to do hard, nearly impossible things to prove to myself that I can. Obviously they are not impossible, but they far beyond what the rational self talk tells you is possible.

Today, I just set out and didn’t really think about. But I think the recent treadmill sessions of low heart combined with insane, lung-busting sprint intervals has adjusted tolerances. The run this morning felt easy. I started out slow for sure. And I’ve been dabbling with increasing my stride length a little (which has the benefit of reducing the number of strides I need to take). But it was just easy, so I wasn’t paying any attention to the watch.

And extremely unusually I didn’t have the mental hurdle that I normally have. The first 10-15 minutes of any run are usually horrific as my body feels it’s dying and that it’s completely impossible for anyone to run for more than 15 minutes. Then somewhere around the 15 minute mark my body has a “oh so this is happening” moment, and the mental self-doubt talk just goes away. Sort of like finding the right gear for the highway.

Unfortunately in my rush to get out the door, I didn’t take my usual potassium and magnesium supplements. I thought I would be okay as I had some hydration powder in my water bladder. Only remembering that for a two litre bladder I should have probably used 4 scoops instead of 1. With one scoop I really had little more than flavoured water, so open stopping I felt like my calves were about ready to tear themselves apart with cramp.

Rapid rehydration with the correct dosage or hydration mix and supplements bought me enough time to get some stretching in and a hot shower.

So knowing me, it’ll probably be the same thing next week.

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2023-09-09

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2023-09-11

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.