This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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.
Or, the small crisis with engineeringmanagement. In 2018, Honeycomb co-founder & CTO Charity Majors wrote a blog post titled, “An Engineer’s Bill of Rights (and Responsibilities).” When it was originally posted, back in 2018, it was timely. I’m also no longer primarily a line manager myself.
In this Perspectives in Engineering interview series, engineering leaders talk about how to build, coach, and scale world-class technology teams. As a company scales, it’s inevitable that individuals will grow farther removed from other people, projects, and initiatives in the organization.
In this interview series, Engineering Leaders talk about how to build high performing teams. Johnathan Nightingale has seen first-hand how powerful a solid management structure can be for growing organizations. “We Nightingale recently sat down with GitPrime’s CEO, Travis Kimmel , for an episode on Software Engineering Radio.
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.
And that’s the stage where many of us don’t know what to do to usher in the next era of our company. asks Randy Shoup , the VP of Engineering at WeWork. Shoup himself has worked as an engineering leader with several companies of various sizes during periods of intense scaling over the last three decades.
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.
2 If you have many teams, the overall time frame will be longer. I see many more companies with mediocre Agile teams than great Agile teams. People burn out on the mismatch between Agile ideas and company values. If your company is new to Agile ideas, regardless of whether they already use the name, use kaikaku.
There is an inherent difference between leaders and managers that is often overlooked. While most think that leaders are “born,” Katie Womersley, VP of Engineering at Buffer, disagrees. And what is Buffer anyway, besides it’s just a great company name, but what is it and what do you do there? Katie: Thank you.
You’ve figured out which investments your company needs to make. Exactly how disruptive it is depends on how many teams are affected and how well you manage the change. Large changes—those that directly impact more than 30-70 people—require professional change management. If not, you can hire consultants. Don’t skimp.
Listen to more than 70 speakers coming from the biggest companies like Ebay, Google, Spotify, IBM and NASA introducing you to some exciting topics, like: Software Design Open Source Security Architectural Design Service Mesh Apache APISIX. that can be successfully leveraged by individual engineers. Sponsors and Partners.
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. Prior to taking on the tactical project manager role, I was in a senior engineeringmanager role.
As engineeringmanagers and leaders, our job of course is to help our teams deliver value to the organization and its customers. Yet from a higher level, our role is to ensure that both engineers and teams continue to grow and develop. So what exactly does career growth mean, and how can managers and leaders invest in it?
Taking on an engineering leadership role can be disorienting for fresh recruits from the engineering ranks and seasoned veterans alike. Hogan spent more than a decade leveling up engineering organizations and growing leaders at companies like Etsy (as an Engineering Director) and Kickstarter (as VP of Engineering).
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.
In our fifth episode of Breaking 404 , we caught up with Monica Bajaj, Senior Director of Engineering, Workday to hear out the different biases that exist in tech roles across organizations and how difficult it can get for a woman to reach a senior position, especially in tech. I have a great partnership with our recruiting teams.
Build out your manager crew of support, a manager Voltron. @15:19. Your Voltron should include people inside your company and people outside your company. @20:13. Manager dens- where you can experience coaching, mentoring, and a safe space, Vegas rules session. @23:57. It’s not like you can just undo it.
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. Shipping is your company’s heartbeat.
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. Shipping is your company’s heartbeat.
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.
We organize all of the trending information in your field so you don't have to. Join 49,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content