2024-02-03

The inevitable finally happened. For the last week or two I’ve been hanging around a new project at work, keeping half an eye on it in anticipation of me having to step in at some point. Invariably, the timelines have moved up and my “one day in a few weeks” turned out to be Friday.

I’m not sure if it’s on balance a good thing or not. I’ve previously complained about some of my projects having a lack of real world application or a meaningful social impact. Well this one for sure, knows the socks off of those complaints. This is a scheduling of nurses to ensure sufficient coverage of the neonatal intensive care ward. If you can’t feel good about making sure the newborns are properly looked after then maybe all hope truly is lost.

Of course, there’s always a few catches. The team seems very junior and panicking a little under the uncertainties. This will be my first project in 5 years with a proper front end, user application - which is something unfamiliar, but probably fine. And there seems to be integration complexity.

Deployments to hospitals are always tricky, but this one already has an existing interface and a new version ready to go that never got implemented before the previous team moved on. And that’s before we get to any of the real “AI”.

Any then the chili flakes sprinkled on top, to keep things interesting is that this is well and truly my first project in French. The hospital staff are very French. The dev team are Francophone first. The science team are Francophone. The entire application is in French.

Oh and did I mention, I don’t get to stop doing the airplanes?

Once again, I step into the fray.

I mean I was being bored to death, and the apathy had grown to unrealistic levels with the airplanes. I was begging for something to make me feel something again. So I guess, one should always be careful what you wish for.

On the flip side, it was nice to have a few hours a week to throw at my French classes and not feel too guilty about it. But I know myself, and they will be the first things to be dropped as soon as the stress rises up again.

The French has been quite pleasant this week. It’s the first week that I’ve felt well placed in the classes. Like the intermediate level is a good fit, and that I’m feeling above average in the classes compared to my classmates.

It’s funny how things have evolved. I’m now no longer getting the mental blanks and panic whenever someone talks to me. In fact, I find myself reaching for words less and less. In fact, I’ve been reasonably well formulating some more complex grammar on the fly - things like “we went there”, which not so long ago would have been a stop and write it down type exercise.

It certainly is odd to get myself to an ability where I can start to express myself in a different language rather than the glorified phrase book that I’ve always been before.

However, as much as my real-time thinking, grammar and speech have improved, my listening ability just hasn’t progressed anything close to that. Which is super frustrating.

I’m trying to augment some of this with watching some Netflix every night of French shows, but with very mixed results. Maybe just before bed is not the best time to be exercising the brain, but not to worry, I’m going to have a whole bunch of meetings to listen to next week!

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.