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Expensify founder and CEO David] Barrett, a self-proclaimed alpha geek and lifelong software engineer, was actually Red Swoosh’s last engineeringmanager, hired after the failure of his first project, iGlance.com , a P2P push-to-talk program that couldn’t compete against Skype.
I was curious about moving up the engineeringmanagement ladder eventually, but I assumed a VP opportunity would be out of reach for a long time, if ever. Camille Fournier’s The Manager’s Path is one good exception to this. The post On Becoming a VP of Engineering, Part 1: The Path to VP appeared first on Honeycomb.
There’s a lot to say about refactoring, with many good books written on the topic. Interested in reading more about engineeringmanagement? Read my article on Becoming a VP of Engineering. But the important thing that often goes unacknowledged is that many refactorings fail.
Management must create buffers which support the Center of Production Excellence if it deems these activities necessary. Another way that management can contribute is to look at unusual backgrounds or skills as assets, not distractions.
What’s your favorite part about the engineeringculture (or company culture) at Netlify? Being able to have honest 1:1s with my manager and seeing results come from it. On top of that, every Netlifolk has an education budget per year to spend on books, courses and webinars to further their professional development.
Our guests today are two superbly experienced front end engineers, and with several books, and many, many talks between them. We have Rebecca Murphey, senior technical lead at Indeed.com, and Ben Vinegar, VP of engineering at Century. The technical project manager role was actually pretty new. Worked there.
We have a bunch of engineers who dont have the XP mindset. This is a matter of changing organizational culture, and organizational culture isnt easy to change. Our engineeringmanagers are at the forefront of that effort. This is a big cultural shift! We need to bring them on board, too. Well, in theory.
Our existing deploy tooling and engineeringculture made the transition to remote work go much more smoothly. Though our deploy velocity remained the same, the engineering org has been far from stagnant. In Q1 we promoted Emily Nakashima to VP of Engineering , and we hired two more engineeringmanagers in Q4.
Our existing deploy tooling and engineeringculture made the transition to remote work go much more smoothly. Though our deploy velocity remained the same, the engineering org has been far from stagnant. In Q1 we promoted Emily Nakashima to VP of Engineering , and we hired two more engineeringmanagers in Q4.
Our exec team works to mitigate this by providing a window into the strategy creation process and cascading context about team discussions to our ICs and especially our managers, but it takes ongoing effort and there’s always room to get better.
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