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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. The whole tech industry would benefit from more perspectives in this role.
This is a talk about what you do, as VP of Engineering, when somebody asks for the impossible. And, as a fully remote company, we have a lot of flexibility in where we hire. The founders were immersed in XP, and XP is where we want to return, but there was a period of time where the company grew quickly and lost that XP culture.
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.
Saminda Wijegunawardena , VP of Engineering at Box, calls this increasing distance “abstraction.” Therefore, empathy truly is within a manager’s domain. This role doesn’t change whether an engineering org is 5, 500, or 5000 strong. We started hiring remote folks, and we wanted to reduce that abstraction,” he says.
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.
Nightingale recently sat down with GitPrime’s CEO, Travis Kimmel , for an episode on Software Engineering Radio. Their conversation covered everything from how startups should think about management and how to hire for it, to “troubleshooting” management. Why management matters. Hiring leaders in your organization.
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.
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. This is where organizational culture comes into play. Utilize managers to make their teams as productive as possible.
Back in April , I posted the new career ladder I was planning to introduce at OpenSesame, which I’ve joined as VP of Engineering. We rolled it out in July, so now’s a good time to share what we’ve learned so far. PDF) Culture Changes The purpose of the new career ladder is to help change the engineeringculture at OpenSesame.
Continuous improvement is an integral part of being Agile, so shouldn’t you kaizen your way to Agile in the first place? If you have a document-oriented culture, kaizen will help you streamline your documents. If you have a blame-oriented culture, it will help you place blame more accurately. Get Management Buy-In.
If you ever find yourself in an intractable debate on tech debt investments, I encourage you to try one of the more precise labels for the work you’d like to do. Sometimes, using a label that speaks directly to the business value of a type of work can do wonders to help both sides find a way to move forward.
Craft Conference is an event where any type of engineers, team leaders, agile coaches, engineeringmanagers, executives/founders, UX/product people could learn a lot. Take a tour in our video gallery, where you’ll find a wealth of positive feedback from sponsors, attendees and speakers: Video. . Sponsors and Partners.
Large changes—those that directly impact more than 30-70 people—require professional change management. Depending on the size of your organization, your HR department may have change management experts on staff who can help. If not, you can hire consultants. Get Management Buy-In. Agile requires management support.
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. — Alex Hidalgo (@ahidalgosre) December 24, 2020. So many wins in 2020.
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. — Alex Hidalgo (@ahidalgosre) December 24, 2020. So many wins in 2020.
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?
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.
Charity once said an off-hand sentence that became a mantra for my transition into the VP of Engineering role: “Directors run the company.” Being a good VP requires not getting lost in the weeds and risking losing sight of the bigger picture, even when it feels like there is a tantalizing opportunity for fast impact.
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