Annual review 2023 - 6) Personal growth

This post is part of my annual review process for 2023. This year, I’ve committing to writing a more comprehensive review, but to do so I’ve structured myself into particular areas that I think are important to cover.

To read more,

  1. Intro
  2. Best of and memories
  3. Career
  4. Relationships
  5. Health
  6. Personal growth

Personal Growth

Personal growth felt like it took a bit of a bit in 2023. I’m not entirely sure if it entirely declined so much as just stagnated.

I didn’t have the parental leave of 2022, nor did I have much in the way of personal milestones. On the work front, I mostly just bounced between two large, and ongoing, projects. On the fitness front, there was nothing so much new as just continuation of what I’ve already been doing and marginal gains.

At the start of 2023, coming off the back of 2022 the objective was to really reduce my priorities down to only what was essential.

In almost approximate order, the priorities were:

  1. Be a good dad
  2. Don’t mess up at work
  3. Continue exercise
  4. Stay married.

Or more succinctly, dad, boss, exercise, husband.

That didn’t actually leave much time for anything else.

Work

In my annual performance review, I essentially received a “good start” / “rough around the edges” response. As a result, I’ve worked upon turning my usual brazen approach into something more akin to a tool. I’ll be the first to admit that I’m still far from a surgical instrument, but I feel that there has been clear improvement.

I’ve been a lot more careful with confidentiality and not naming names. Or in fact skipping implications and relying upon hypotheticals a lot more.

In my prior years, in retrospect, I was probably using my gossip network as a flex to try and show off how much I knew. I think I’m developing more of a taste for the subtlety in nudges.

I feel this year, I’ve had my first glorious moments of inception, where I’ve planted a seed in someone’s head only for them to come back to me sometime later thinking that they’ve had some form of breakthrough.

Previously, I would’ve found this frustrating that a bake-in period was required, and of course there’s little glory to be had when it’s not overtly your doing. But the buy in from someone when they are presenting you their idea is unconscionably stronger.

Maybe this just reflects an evolution on my thinking too. Perhaps before I’ve been too easy to assume that those in power are idiots and unless you’re slamming wins in their face, then they are not going to notice. However, I’m evolving my thinking such that perhaps my track record is worth more. If everything I touch turns to gold. If nothing around me is drama. If those that I work with are always happy, then perhaps my reputation speaks for itself.

Increasingly, I’ve noted in one or two venues well respected people in the organization have told third parties to “go talk to Morgan, that’s the sort of thing he’s good at”.

Family

As has become somewhat of a tradition, in September the parents in law arrived on their latest Canadian pilgrimage, with a view to staying some 4 months or so. However, this time around, due to previous burning of bridges and logistical timing, there was not going to be a way for them to have their own place nearby. Instead, they would be staying with us indefinitely.

Until very recently this would be nothing short of a living nightmare, but I have been pleasantly surprised by it all. Not that there aren’t moments of frustration.

It’s annoying to have the dinner table in a foreign language. It’s annoying that as time goes by, they increasingly become too comfortable, reverting back to cultural stereotypes or the individuals they were 20 years ago with all of the shouting that entails.

However, I’m more stoic about it all. I don’t get as angry about it as I could. As perhaps I should. I realize that some people just don’t want to change. I set my expectations on the floor and therefore I’m rarely disappointed.

I think it’s actually been made easier with them not having their own apartment to escape to as I don’t have the frustration associated with “why are you here?” all the time. This is just where they live.

I even advocated with the wife that we should just acknowledge that I don’t have an office and we should set up the room as an actual guest room, with a bed and the like instead of a fold-out couch. We got as far as getting to Ikea before realizing that if it’s going to be a room for them, maybe they should be the ones picking the mattress.

It’s a small shift, but I’ve accepted that they will be with us for 6 months every year until one of them dies. And depending upon which one it is, means that we might suddenly have a permanent live-in guest.

French

I’ve written pretty extensively across the year about the fallout of Bill 96 and the continued franconization of Quebec and specifically Montreal. Whether the results are real or imagined, it has served to make me feel decidedly second-class in my country and workplace.

For a while, my inherent stubbornness kicked in resisting anything that was being imposed upon me. But the pious righteousness could only be maintained for so long. As fall lingered on and the work front quieted down somewhat, the excuses grew tired and the realization was that there was one obvious way to solve my malcontent. Shut up and learn French.

Taking it seriously this time and pushing through the discomfort of speaking a new language and taking some real courses with some human beings.

From the time that we knew that we were coming to Montreal and through lockdown I racked up a 750 day Duolingo streak, which allowed me a reasonable vocabulary and an ability to read improbable sentences but little else.

In November, I signed up with Babbel and begin taking online group classes at a frequency of around 5 hours per week. The acceleration was palpable and I quickly achieved my A2 certificate - meaning that I’m officially no longer a beginner but an intermediate.

Unfortunately, a lot of that good work has fallen apart over the Xmas break and New Year’s. But it needs to restart soon.

Newer post

2024-02-03

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.