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Maria Gutierrez is the VP of Engineering for Strategy and Operations at Twitter. She joins a special livestream of the Dev Interrupted podcast to share her career journey, her strategies for sustainably scaling engineering teams and the three pillars of engineering processes.
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. The whole tech industry would benefit from more perspectives in this role.
They’re powering code at the world’s most influential companies, and they might even be important practices on your team. Instead, it describes how the processes and principles developers have used for decades to build large-scale open source software (think Git, Linux, or Python) can apply to closed source projects at companies of all sizes.
Mailchimp’s engineering team is about 350 people, both distributed and remote, across the United States. Katie Womersley , VP of Engineering at Buffer. Buffer has a fully distributed engineering team—no home base, no hub, no offices. The engineering org is 35 people worldwide, covering nearly every time zone.
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? Addressing these questions will help you build a stronger case to take the time (and money, if it’s a paid product) to invest in the tool.
Today’s article is about the role of a Principal Engineer as many people still have doubts who is this person and what is his/her responsibilities in a company. Here I would like to share with you the outcomes of the “Path to Principal: Defining the Modern Principal Engineer” panel discussion that I had a chance to attend.
On May 21, for the Test in Production Meetup on Twitch , Yoz Grahame, Developer Advocate at LaunchDarkly, moderated a panel discussion featuring Rebecca Murphey, Senior Technical PM at Indeed, and Ben Vinegar, VP of Engineering at Sentry. A company called Fresh Books. And I think every company is trying to do that too.
This is a talk about what you do, as VP of Engineering, when somebody asks for the impossible. 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. 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. . I believe this human-centered approach is a big part of what’s helped us attract so many amazing new hires. So many wins in 2020.
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. . I believe this human-centered approach is a big part of what’s helped us attract so many amazing new hires. So many wins in 2020.
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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