2023-09-11

I’ve been thinking about parenting a lot recently. Having a new puppy in my life is an odd contrast to the traditional parenting that I know. Puppies come with the all the energy, curiosity and hyperactivity that comes from a toddler on a sugar high. But at the same time, just so, so dumb in frustrating ways. Smart enough to cause trouble, to quickly get bored. But too dumb to not be constantly nearly killing themselves. Knawing through cables, attacking the bleach, eating anything on the floor.

I have to say that I’m unimpressed.

And unlike human children, I just don’t feel that spark. I don’t want to pull faces and play with the puppy. It just feels like a burden. Another thing on the to-do list, another plate to keep spinning.

Meanwhile I’ve been reflecting upon my eldest. YouTube recommendations randomly served me a clinical psychologist last week talking of the diagnostic differences between ADHD (hyperactivity) and ASD (autism). I think over the years I’ve told myself the story so much that he isn’t autistic, as the diagnosis was so borderline, so long ago and under the conditions of a doctor doing us a favour, that it didn’t really apply.

But having a clinician so… clinically run through a list of symptoms for autism, it was pretty clear that he is textbook in almost all dimensions.

I realized that so many of the things that we, as parents, are constantly annoyed by - the constant forgetting, distraction, interrupting of conversations - well those might be clinical and not just frustrations of a regular child.

The whole thing has made me reconsider my relationship with him. Perhaps I need to readdress my relationship with him and meet him where he is. Love him for who he is. Not be frustrated by what he’s not.

Upon reflection I thought about this. Because he is mild enough, not obvious enough, he deludes you into thinking he’s a regular child. As I said to my parents yesterday, if he were a Downs kid, it would be obvious and you’d have different expectations from the get go. You’d treat him like a Downs kid and celebrate the little wins.

That isn’t to say that you stop trying to correct all the problematic behaviours. But maybe you do so with more grace.

Yesterday I took him to the Jurassic Park Live show and he was sort of hilarious. I had a running commentary in my ear the whole show. Every time a new dinosaur arrived I got a “Abba it’s not real. It’s a robot.” But every time an army guy arrived “Oh! Those are real people!”

When the villain of the piece fell off a high ledge “Oh! He’s dead”. Said with all the certainty of a mortician.

And yet, and yet, come the finale with T-Rex fighting army guys with flame throwers the suspension of disbelief was complete. He was completely transfixed. A beautiful moment to share.

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2023-09-10

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2023-09-12

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.