1-10 Employees

10-50 Employees

50-100 Employees

100-1000 Employees

1000+ Employees

Do you find yourself in the situation you somewhat measure your team`s performance via pull requests or tickets count as prescribed by Agile, while missing your goals? Does your peer escalate you inaccurate estimates and missed deadlines? 
The purpose of the Circle is to share and discuss the real-world tips and tricks that actually work in Engineering management to make you succeed in a data-driven manner.

About the circle leader, Marian:
Experienced career shift from Developer to Team Lead to SW Architect to Senior-level Engineering Manager. Leading SW development teams (~40 ppl). Hiring, people retention, teams balance. Motivation and Satisfaction seeker. Listener. Ideas executor. Focus on Products. Clear priorities. Communicating direction. Providing transparent data-driven metrics.



Engineering

Measuring Engineering Performance

Architect

Data

Mobile

Leadership

Productivity

Building and Scaling Teams

Career Growth

Communication and Collaboration

Hiring, Retaining, or Firing

Managing Stress and Burnout

Financial Services / Fintech

Cloud Services

Computer Software

Consulting

Biotech / Pharmaceutical

Program Management

Technical Strategy

Programming since age 11. Math and Computer Science background. Experienced career shift from Developer to Team Lead to SW Architect to Senior-level Engineering Manager. Leading SW development teams (~40 ppl). Hiring, people retention, teams balance. Motivation and Satisfaction seeker. Listener. Ideas executor. Focus on Products. Clear priorities. Communicating direction. Providing transparent data-driven metrics.

https://www.kamenistak.com

VP of Engineering

Devops / Infrastructure

Transitioning into a New Management Role

Conflict Resolution

Team Management

Compensation

Worked in Startup

B2C Expertise

B2B Expertise

Marketplace Expertise

Hi everyone! My name is Satish Viswanatham and I am currently Senior Director of Engineering at Skillz, where I lead a team of 24 people. Looking forward to meeting you!

Senior Director of Engineering

Working with Product Teams

Product Owner

Stakeholder Management

Internal Process Optimization

Travel Services

14 years of hands-on professional experience helped me develop deep experiences with designing, building and deploying web based solutions to solve real world problems using various technologies. Working with people to build teams and culture is something that brings me fulfillment. 

Director, Technology

Founder/CEO

Security

System

Education / eTech

Retail

Project Management

Corporate Strategy

E-Commerce Expertise

Extensive international experience in Leadership/Management, Research & Development, Architecture/Design, and Site Reliability Engineering with expertise in multiple diverse business domains, customer facing, distributed systems at scale, hybrid-cloud, different components/technology stack, and emphasizing security.

Careful, detail oriented with ability to build, and lead multi-disciplinary teams with differing levels of staff (on-site and offshore) that perform multiple demanding tasks with minimal guidance, startup adviser.

Hands on experience as coach, mentor, interviews, developing culture, product, people, define and drive strategy.

Resourceful, resilient, multifaceted with solid interpersonal, communication, analytical, troubleshooting, presentation, storytelling, and negotiation skills.

Self-taught with strong sense of ownership, commitment, customer insight, having sensitivity to improve, and adapt.

Aptitude to translate abstract and complex goals into projects or initiatives and getting them done, either by facilitation or putting both hands in the dirt.

Open source advocate, UNIX philosophy enthusiast, and SRE evangelist, being working with it long before it became popular. 

Manager, Service Reliability Engineering

Identifying how you can improve and grow as a manager

Keeping up / improving your tech knowledge even as a manager

Managing upward

Engineering Manager

Transitioning from IC to management

Improving your one-on-ones

Motivating your team

Reorganizing / restructuring your team

Setting up dev processes

Knowing what profile / skillset you need to hire

Having leadership in a remote workplace

Building a QA team

Improving collaboration between cross-functional teams

Convincing management and/or team members that something is worthy

Plan your succession

Being a software engineer in a hardware company

Advocating for your product

Balancing stakeholders requirements

Leading an organization/team through a change

Hello I'm currently Co-founder & CPO at PLATO and I've recently transitioned to a new position. As you can imagine, there is a lot of unknown unknowns and I'd love to hear your thoughts on how to approach this new role.

NEW_ROLE

What I believe is preventing my growth is: fd

Here is what I'd like to get out of mentorship generally: df

Co-founder & CPO

Measuring the performance of your engineers

Senior Engineering Manager

Director of Engineering

Director of Engineering, Plataform

AI / Machine Learning

Engineering Processes

Strategy and Vision

No CS Degree

Internet

Hi everyone! My name is Venkat  Venkataraman and I am currently Sr. Director of Engineering at Hopin. I run an org of about 120 people - Product Development, Data Engineering & ML, Quality & Productivity Engineering, and Shared Services. I love all challenges that come with scale, and at this point Hopin is a rocket ship with a number of scale-related challenges.

Working and Leading Remote Teams

Product manager and tech lead

Measuring Engineering Performance

Facilitated by

Details

Intended audience

Meetings schedule

Participants

Code of conduct