2023-10-14

Urgh! Here we are again. Another disgusting mood I can’t shake. I’m starting to think that there’s something seriously wrong with the way that I’m doing weekends.

I mean it’s no real coincidence, how many data points do I really need? Every week is sort of the same. I spend Wednesday and Thursday night looking forward to a drink but abstaining. And then when I get to Friday night I reach a certain level of “ah fuck it”.

I once heard that alcohol is really just borrowing from tomorrow’s happiness. I like that idea. That nothing comes for free. Feeling good now comes at the expense of feeling worse later. At least when it’s chemically induced. Whilst not entirely true, I think the problem is that at the moment I have very little in the way of self regulation and self control. I can’t just have a beer. If I have a beer, suddenly it’s three beers and reaching for a long pour of whisky.

This weekend, I reached for the CBD oil and I think I’m remembering why I don’t do it all that often. Whilst fun for the night, the whole next day, my stomach is empty, everything sort of hurts and I just feel like I haven’t slept at all. Not a great combination for a day spent with the kids.

But let’s loop back to the idea of doing the weekend wrong. If weekends make me miserable, why do I keep approaching them the same way and thinking that the next one is going to be different?

Why do I delude myself into thinking that I can have a nice weekend on the couch. Have a beer. Watch a movie. I can’t do it. Even if I wanted to. I can’t switch my brain off like that. I need a run or something in the middle. But also there’s the reality of family life. Again, the kids are always up at 5:55. If the kids are up, the dog is up. The dog needs feeding and then immediate fuss and cleaning up after.

Why do I insist on torturing myself by hating all the adults in my house for making me spend two to three hours of solo parenting before they can surface. It doesn’t feel fair. But why do they care about fair?

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2023-10-13

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2023-10-17

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.