2023-10-17

Well today I didn’t do anywhere near the amount of writing that I had set out to do. One of the clients that I had previously worked on has put out a request for proposal out. However, somewhat unreasonable despite this modern day and age, apparently these require hard copies to be submitted. Which requires type setting, a design team and an actual print shop. All of which takes no less than five business days - which doesn’t sound unreasonable until you find out that we have only two weeks to respond to the RFP.

Eliminate another day for the executives to proof read the thing and make any corrections. And that means I’ve got to submit everything ahead of Thursday.

Except that Thursday is the whole company, in-person all hands meeting, with no exceptions. Ahhh! So now we have the problem. I really have tomorrow to essentially write a multi million dollar proposal that will be the foundation for the next five year roadmap. So no pressure. Unless our CEO had personally waded in and expressed personal interest in the criticality of us landing this contract.

Oh!

So a lot of pressure then. No matter. Constraints are create the circumstances for our best work.

Maybe.

In other news, the secondary effects of Bill 96 rumble on. It was brought to my attention that the government of Quebec over the weekend has decided that in the name of French preservation has more than doubled tuition fees for any students that come from out of province and studies in English. Additionally, international students studying in English will cost the university $20k per enrolment.

Some quick back of the envelope math, says that the new bill would cost McGill $100M if enrolment next year was the same as last.

Seems like somebody’s number has been called and another nail has been placed in McGill’s coffin.

Which raises an interesting question, is there any point in hanging around for wifey’s tenure committee when there is going to be nothing but a ramshackle left. Even if there is a tenure committee. I mean with such a massive hit to university income, it’s not like any of the administration is going to walk the plank, so I suspect none of the retirees will be replaced. The whole place will be administrators and adjuncts on temporary contracts.

For the first time in my life, I found myself looking at real estate in Israel. In the middle of a war.

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2023-10-14

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2023-10-19

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.