Welcome to the first post in what will be a series of explorations into managing and leading product development and platform teams. In this series, I want to share some of the lessons learned and insights gained over my time in engineering leadership across tech startups from the very small to the very medium. This isn’t about claiming a “perfect” way to do things. Instead, it’s about reflecting on the practical strategies I’ve participated in—what’s worked, what hasn’t, and why context matters.
The goal here is to provide a pragmatic framework for managing and scaling teams in environments that are always evolving. Whether you’re leading a startup through its early growth phase or managing teams in a more established organization, there are challenges and nuances to consider at every level. And while no two companies are exactly alike, patterns emerge that can guide how we approach leadership, development, and organizational change.
What We’ll Cover in This Series
Over the next several months, I’ll be diving into various topics, each focused on a different aspect of building and leading effective software and product teams. Here’s a preview of what we’ll explore:
- Evaluating the Maturity of a Software Engineering Team
How do you assess where your team stands? We’ll discuss the key indicators to help gauge team maturity in the context of the larger organization, ranging from technical excellence to alignment with corporate goals and direction. - Scaling Organizations
Growing a team isn’t just about hiring more people. It’s about making sure your processes, culture, and management scale alongside headcount. We’ll look at what it takes to grow a team in a sustainable way and explore some tools we’ve used to - Introducing New Roles to an Organization
As organizations grow, so does the need for new roles and responsibilities. We’ll explore how to smoothly introduce new roles, the right time to do so, and how to ensure they fit into the team’s existing dynamics. - Writing Roles and Job Descriptions
The way we define roles and responsibilities can make or break recruitment efforts and internal clarity. I’ll share tips on writing effective job descriptions that reflect not just the role but also the needs and values of the team. - Teaching People to Write Implementation Plans
Beyond code, every engineer needs to understand how to break down complex projects into manageable steps. We’ll discuss how to instill this skill across teams, ensuring clarity and the correct level of specificity. - Mastering Remote Work
The shift to remote work has forever changed how teams operate. On this topic, we’ll explore strategies to help remote teams thrive, from communication practices to maintaining culture and productivity.
And that’s just the beginning. There are plenty of other topics we’ll touch on, each aimed at sharing the tools and strategies I’ve had the opportunity to learn during my 20+ year long career.
Why Context Matters
One of the themes you’ll notice throughout these posts is that context is everything. What worked for one company at a certain stage may not work for another, or even for the same company at a different stage of growth. It’s essential to be flexible, adaptable, and most importantly, to have a deep understanding of your team’s unique needs and challenges.
So as we dive into these topics, keep in mind that these are not prescriptions for how things must be done. Instead, they are starting points, insights, and frameworks that can be adapted to your particular situation.
Stay tuned for the first deep dive into evaluating the maturity of your software engineering team. I’m looking forward to sharing these insights and hearing your thoughts along the way!