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One of the great things about editing all of our deep-dive EC-1 startup profiles is that you start to notice patterns across successful companies. While origin stories and trajectories can vary widely, the best companies seem to come from similar places and are conceived around very peculiar themes. for 10 months.
.* I understand why: the stakes for public comment become higher as you move up the ladder, every social media post has the potential to be interpreted as a subtweet or request, and your highest-priority work is often deeply entangled with confidential company and personnel matters.
How will you make sure engineers adopt the tool successfully? How will you measure and communicate the ROI, including outside of your immediate team and to leaders around the company? Interested in reading more about engineeringmanagement? Read my article on Becoming a VP of Engineering.
What’s your favorite part about the engineeringculture (or companyculture) at Netlify? Being able to have honest 1:1s with my manager and seeing results come from it. The company truly cares about its employees, and there is an emphasis on personal health. We also have a budget for personal growth.
And the same goes for distributed managers, as well—particularly when an organization is starting to go remote. We have an engineeringmanager in Colorado, who was a remote manager before, who helped us understand remote strategies. Muntz recalls a period when he was a full-time remote employee for another company. “I
Prior to taking on the tactical project manager role, I was in a senior engineeringmanager role. The technical project manager role was actually pretty new. But as the engineeringmanager there, I grew a team from zero. A team of me to a team of about somewhere between 20 and 25 software engineers.
Our company is fully remote, so he invited me to come to his house next time I was in his city so we could discuss it face-to-face. But our company is relatively small. the FAANG companies. That means that tactical decisions are made by the people who are doing the work, not managers. for most companies.
Honeycomb, the company. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. . We’ve doubled the size of the company this year, with growth on all fronts: engineering, product, design, marketing, sales.
Honeycomb, the company. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. . We’ve doubled the size of the company this year, with growth on all fronts: engineering, product, design, marketing, sales.
Charity once said an off-hand sentence that became a mantra for my transition into the VP of Engineering role: “Directors run the company.” My priority number one had been to “run engineering well.” Early in my career, I had the experience of working for a company where everything felt broken but it wasn’t clear why.
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