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This post is part of a short series about my experience in the VP of Engineering role at Honeycomb. In February of 2020, I was promoted from Director of Engineering to Honeycomb’s first VP of Engineering. Happily, all these things turned out to be true and are still true to this day.
In my past as an investor and in my present as a pitch coach, I have come across a surprising number of companies where someone who’s not part of the founder team is out there trying to raise money for the company. Hire the right people to build the company. Whatever you do, don’t run out of money.
There was fresh momentum around the idea that engineering ICs should be able to progress up a dedicated technical career ladder—one that didn’t top out where management levels began, or push ICs on an up-or-out path into management. These constraints incentivized managers to think hard about how to retain and grow their best senior engineers.
In this Perspectives in Engineering interview series, engineering leaders talk about how to build, coach, and scale world-class technology teams. Saminda Wijegunawardena , VP of Engineering at Box, calls this increasing distance “abstraction.” Create intimacy for both distributed and co-located teams.
You can watch the entire webinar here , or read on for six highlights from the discussion with Randy Shoup , the VP of Engineering at WeWork; Cornelia Davis , the Senior Director of Technology at Pivotal; and Saminda Wijegunawardena , the Vice President of Engineering at Box. Hire for character first, competency second.
Provide training, coaching, and other ways for people to get help without feeling judged. If not, you can hire consultants. Start with an influential manager you trust and recruit them as an ally. Ensure each team has a coach who can help them learn to be an effective, jelled team.
Start with an influential manager you trust and recruit them as an ally. Ensure each team includes a coach who can teach Focusing practices. Ensure each team includes a coach who can teach Delivering practices. Ensure each team includes a coach who can teach Optimizing practices. The VP liked what I had to say.
While most think that leaders are “born,” Katie Womersley, VP of Engineering at Buffer, disagrees. Leaders and managers both require skills that can be taught, and developing those employees from within the company can be the most timely and economically efficient way to do so. I am VP of Engineering over there.
This is a talk about what you do, as VP of Engineering, when somebody asks for the impossible. Wed be the engine of a profitable and growing business. Are we the best product engineering org in the world today? And, as a fully remote company, we have a lot of flexibility in where we hire. It cant be done.
In my new role as VP of Engineering , there was one question I was dreading more than any other: “How are you measuring productivity?” I need to be accountable for engineering productivity. With my XP plans and the XP coaches I’ve hired, it’s totally doable. I can’t fault the question. Probably not. You know what?
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