Director of Engineering

Facebook vs. Google: 10 Contrasts for Engineering Careers

This article provides an overview of the differences between Google and Facebook as places for a software engineering career. It is based on the author's personal experience at both companies, and highlights the strengths and weaknesses of each. It is ultimately up to the individual to decide which company is the best fit for them, as either could lead to success or disappointment. The article also provides links to the careers pages of both companies.

Standing up for an Employee in Trouble

A conflict arose between two teams when one team wanted to contribute code to an application owned by the other team. One of the junior engineers made some optimization suggestions which were not taken well by the other team, leading to bullying. The manager of the first team intervened by getting the full story and speaking to the manager of the other team. The engineers apologized for their inappropriate language and the incident was used as an example of how not to behave. The manager learned the importance of conflict resolution and protecting their team.

Defining Roles as a Company Transitions out of the Startup Environment

Huli started as a flat organization without roles or competencies, but as it grew, it became necessary to create structure and responsibilities. To do this, Huli adopted a strategy from Spotify to define steps, disciplines, roles, and competencies. They also used a 360 review exercise to get feedback from the team and create a career path for each position. This process taught them the importance of having roles and competencies for clarity and to help people grow in their roles.

Contractors: Know When to Hold ‘Em, Know When to Fold ‘Em

The author was promoted to Director and inherited a team of 10 contractors and one junior FTE. After assessing the situation, the author created a hiring plan to reduce contractor headcount and hire more senior full-time engineers. Through creative problem solving, the author was able to bring up a new group of engineers in New York City and increase customer satisfaction by 50%. The author learned that contractors can be a quick fix but their incentives are not always aligned with the business, and that it is important to think outside the box to use resources that might not be obvious.

Motivational Public Speaking for Non-Tech Audience

After transitioning from an EM role to a director and VP of Engineering, the author had to adjust to speaking to a non-technical audience in a brief, laser-focused format. To improve their public speaking skills, the author worked with an executive coach, studied different communication styles, and practiced with a partner. Through this process, the author learned to enjoy public speaking, experimented with the style and messaging that worked best, and had a positive impact on the business. The author's team also appreciated that they were well represented.

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.