2023-09-17

Sunday night and it was a wash out. Not in the “it was wet outside” sort of way, but the excessive exposure to alcohol and a touch of CBD allowed the disease in that has been tickling my nose for the last few days. Disease kept the little one from daycare on Thursday and it’s seemingly spreading a little.

Having a sick little guy means that he’s been very insistent on sleeping in our bed. Or perhaps we’ve been so worn down that we are now powerless to resist and are just allowing his presence whereas previously I would have made a lot more effort to keep him in his own bed. Instead now I just have an excessively hot water bottle trying to climb on top, headbutt or kick out my kidneys. Glorious!

Either way, combining a toddler with an inability to breathe last night didn’t make for a great night of rest. But then alcohol always messes with my heart rate until around 2 AM, and CBD makes the morning the day after feel like horrific exhaustion.

If we’re being honest though it was all self medication. With it being the Jewish new year, having 4 kids a dog and 4 couples in our place for dinner whilst not horrific is far too loud for my usual introverted tendencies. Too loud thanks to the kids smashing. Too loud with the battle cries of Israeli conversation. Under these circumstances, a little CBD keeps me magnanimous and stoic.

It did make me recall a piece that I had seen earlier. A female therapist had made a comment that the great difference in couples that keeps them fighting is that women need to freak out over a situation before they can act. Men need to dissociate before they can address a problem. However, the women is often then freaking out that the guy isn’t freaking out. In turn, not giving him the space to dissociate.

I’ve been thinking about that a few times since. I think it describes how our relationship often works. Her stress seems to be amplified by me not being sufficiently freaked. However, I feel that the one thing that she has valued in me over the years is that I calm her down. Tricky.

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2023-09-15

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2023-09-18

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.