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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 26 Stories
Sr Director ML Personalization and Recommendations at Roku
The Evolution of an Enterprise’s Architecture
This article discusses the importance of customer experience when it comes to enterprise software architecture. It outlines four key phases in the life of a startup and the corresponding architectural decisions that should be made in each phase. These phases include No Product, Minimum Viable Product, Product-Market Fit, and Growth and Scale. The article emphasizes the importance of understanding the company's lifecycle in order to make the right architectural decisions. It also provides advice on how to prioritize customer feedback, use public cloud features, and develop a DevOps process.
Jason De Oliveira
CTO at VIALINK
Completing a Successful Reorganization within a Well-Established Company
As CTO of a well-established organization, I was tasked with reorganizing the company to provide better cybersecurity and data security tools. I ran an audit to understand the company’s situation, implemented a platform approach, aligned job descriptions, and collaborated with leadership and teams. I also held a town hall meeting to discuss the reorganization and put in place KPIs to follow up with my team. The keys for a successful reorganization are to focus on processes, objectives, and pains, and to provide empathy during conversations.
CTO at TESTAVIVA
Unlocking the Power of Product Management for Startup CTOs
This article explores the art of product management and how CTOs can use it to drive innovation and success. It covers core components, the importance of a strong CTO-product manager alliance, strategies for aligning engineering and product strategies with business objectives, and tips for implementing product management within an organisation. Agile methodologies and building high-trust empowered product teams are also discussed. By mastering these concepts, CTOs can unlock the power of product management to drive innovation and success.
CTO at Evive
How I Moved Away From A Flat Organizational Structure
When the CTO of Narrative Science took over, the company was flat-structured with 14 engineers and 40 employees in total. To prepare for growth, the CTO implemented a QA and DevOps team, created a career ladder with five levels, and set up a program to hire recent graduates. He also had to explain the reasoning behind the changes to the existing organization and train people in having difficult conversations. He learned that it is important to make sure the requirements for each level are clear and that he should deliver on any promises made to employees.
Senior Engineering Manager at Slack
Stumbling into chaos
The new director of engineering at a startup had to jump in on day one when the team had just done a re-org and re-oriented the product roadmap. He met with the CTO and engineering leads to understand why the new structure had been put in place, then worked with the product managers to focus on pieces they had high certainty of needing. He also added weekly planning meetings for each product team and daily standups to create structure and accountability. Through retros and feedback, he tailored these initial short-term fixes to their needs. He learned that plans often go awry and we have to adapt, look for short-term engineering work when long-term plans change, and creating a predictable process cadence can help create stability.
Director of Engineering at Phorest Salon Software
The Approach of Not Stopping for a Massive Rewrite
This article outlines the steps taken by a company to keep innovating and upgrading their product over the past 14 years. They started off with a basic appointment screen built in Delphi and on-premise, and then moved to the cloud with Memento 7. They also had two big overhauls of Memento 7, a look and feel facelift and an infrastructure overhaul. They are now working on Phorest Web, which is built with Ember.js and has an embedded web browser. The article also discusses the common problems with scaling product and the approach taken to avoid having to build a Phorest Web 2 in a few years.
Head of Engineering, Global Financial Services at Brex
Growing With An Organization
This article discusses the difficulty of transitioning from an individual contributor to a manager. It explains that as a company grows, roles and responsibilities need to change and be delegated in order for the company to be successful. The article emphasizes the importance of recognizing why different roles are important and being willing to let go of certain roles and responsibilities as the company grows.
SVP Engineering at Trustly
Scaling Engineering @ Trustly
Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.
Jean du Plessis
Senior Engineering Manager at upbound
Leader, mentor, and coach of Software Engineers and Engineering Managers
Consulting Software Engineer, Engineering Executive at Studio Connect, LLC
Engineering Executive, AWS Solutions Architect, and Musician
ex-Senior Engineering Manager at SchoolMint
Software Engineering Lead | Game Developer | University Teacher
Staff II Frontend Engineer at Remote
Turning ideas into accessible experiences, remotely. In the pendulum between management and Staff.
Chief Technology Officer at UrgentIQ
10+ Years of Software Engineering | 6+ Years of Engineering Leadership | Mentor
Sr. Director of Engineering at Sapphire Digital
Empathetic engineering leader who will listen and take your problems seriously
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Co-founder and CTO at Sezzle
Discovering Non-Traditional Pathways to Success
This is the story of a software engineering intern who, without a college degree, worked his way up to become the CTO/co-founder of a startup. He began tinkering with technology in middle school and continued to develop his skills in high school and college. He joined a startup through an online tech group and worked with the CEO to develop a product that would give users cashback rewards for paying with their bank. Through many iterations, he grew into the team lead position and eventually the VP of engineering, helping to manage the product and find the right product-market fit.
Engineering Manager at GlobalLogic
Scaling Agile in Large Dependent Teams Setups
Agile teams need short backlogs of small items to be implemented in an iteration boundary. Scaled agile has become more popular, but it can be difficult to manage when teams are interdependent and over 100 people are involved. To manage this, data needs to be visible and JIRA dashboards can be used to track progress. Additionally, project management principles, such as creating a Gannt plan and identifying critical paths, can be used to solve dependencies. Finally, research and best practices should be used to ensure success.
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