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. Happily, all these things turned out to be true and are still true to this day.
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. Saminda Wijegunawardena , VP of Engineering at Box, calls this increasing distance “abstraction.” Therefore, empathy truly is within a manager’s domain.
How to Be Agile. Choose one of the rough edges, make an educated guess about how to improve, observe what happens, and repeat. The majority of this book—parts two through four—is dedicated to a curated set of Agile practices that have been proven in practice. The manager was looking for someone to lead a small team.
GitPrime elevates engineering leadership with objective data. 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 Why management matters.
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 do you get from one team, where everybody fits around a conference table, to the Amazon-style or Google-sized organization?” asks Randy Shoup , the VP of Engineering at WeWork. I’ve never found a problem where a team was too big to be one team, but it wasn’t obvious how to subdivide it.”.
I have often been that engineer (and later that manager ) struggling to come to alignment with my stakeholders on when and how to pay down tech debt. Looking back, I realize how often the source of that disagreement was a fundamental misunderstanding of what the work was and why it was valuable to the business.
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. I am VP of Engineering over there. We’re currently 90 folks in the company overall, 35 in engineering. Episode 11.
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.
Here’s how they apply to Agile: 1 Steven Smith has a good article on the Satir model at [link] that includes tips for helping team members through each stage. Everyone knows what’s expected of them and how to do their job. Help people understand how to do their job in the changed environment. If not, you can hire consultants.
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?
This is a talk about what you do, as VP of Engineering, when somebody asks for the impossible. turn right] How are you measuring productivity? We use Extreme Programming as our model of how to develop software. And, as a fully remote company, we have a lot of flexibility in where we hire. It cant be done.
I believe this human-centered approach is a big part of what’s helped us attract so many amazing new hires. We’ve doubled the size of the company this year, with growth on all fronts: engineering, product, design, marketing, sales. Though our deploy velocity remained the same, the engineering org has been far from stagnant.
I believe this human-centered approach is a big part of what’s helped us attract so many amazing new hires. We’ve doubled the size of the company this year, with growth on all fronts: engineering, product, design, marketing, sales. Though our deploy velocity remained the same, the engineering org has been far from stagnant.
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.
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