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For Directors of Engineering
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Topic - 40 Stories
VP of Product at Samuel Odio
Using a Compelling Narrative to Influence Leaders and Investors
This article discusses the importance of presenting a clear and compelling narrative when attempting to influence senior product leadership, angel investors, and VCs. The author shares their experience of not presenting a clear narrative when discussing the Facebook photos strategy to Mark Zuckerberg and the lessons they learned from it. They also provide a template of an 8 slide presentation that they have found to be successful in influencing strategic thinkers. The article emphasizes the importance of understanding the root assumptions and creating a narrative that is aligned with the needs of the organization in order to be successful in influencing leadership teams.
Head of Metal Product Engineering at Equinix
Developing and Sustaining Diversity Within a Company
This article discusses the importance of hiring a diverse team and outlines the steps taken to achieve this. It suggests having a diverse interview panel, avoiding terms that label candidates, creating a grassroots organization, and using social networks as a hiring resource. It also suggests having a template that represents real voices from within the company to create a welcoming impact.
Senior Engineering Manager at Quantcast
How To Improve Your Diversity Hiring
In order to increase diversity in the workplace, a senior manager organized coaching sessions for diverse engineering candidates who had passed the interview stage. The sessions focused on teaching the candidates how to communicate effectively in a culturally specific setting. The results were very successful, with 75% of the coached candidates receiving offers from the company. The program was well-received by colleagues, who understood the importance of helping diverse candidates overcome cultural barriers.
Director of Product Management at smartsheet
The Secret To Product Growth is Your People
When scaling a product team, it is important to consider both the product and the people. Hiring the right people is key, and it is important to find a balance between visionaries and realists. It is also important to structure the team correctly, and to empower people to work on the product end-to-end. Finally, bringing in fresh perspectives in the form of juniors can help to assess the product and processes.
Director of Engineering at iMORPHr
How to Maximize Employee Retention in Engineering Teams
High churn rates can have a significant impact on product-based companies, so it is important to find ways to retain employees. The author, a CTO, has adopted several management techniques to reduce the churn rate, such as a 4-step interview process, an onboarding process that normalizes knowledge gaps and is generous with adaptation time, and a management approach that gives ownership of the work, explains the reasoning behind goals, conducts regular check-ins, and provides flexible working hours. The key tips for high retention are to not micromanage, lead with empathy, and trust employees.
Engineering Manager at Square
Building a Diverse, but Cohesive Team
This article discusses the challenges of building a diverse mobile engineering team and the actions taken to overcome them. Intentional sourcing, in-house programs, and expectations setting were used to ensure diversity of all sorts. Lessons learned include that people add more than they fit, diversity brings unique perspectives, culture building takes time, and non-traditional backgrounds add value and creativity.
CEO at Illinois Technology Association (ITA)
Parent Friendly Work Culture
ITA's Women Influence Chicago initiative brought together tech leaders to discuss best practices for creating inclusive work cultures for parents. Discussions focused on transparency, creating an even playing field, having a robust leave policy, and changing the profession to accommodate working parents. The event was sponsored by Lantern Partners and the top four takeaways were shared.
CTO at Mews
Effective Hiring Practices: Asking the Right Questions
Finding the right talent for a job requires asking the right questions and conducting interviews in a way that makes candidates feel comfortable. It is important to look for a technical fit, but also a match in values and learning potential. To gain insight during interviews, it is recommended to take several unorthodox approaches, such as identifying and double-downing on risky matters, prompting candidates with open-ended topics, focusing on fewer topics in detail, asking how they would hire for the role, and encouraging them to come up with a question. Additionally, feedback should be asked for in order to improve the interview process.
VP Engineering at Akeneo
SVP and Head of Engineering at Interactions
Seasoned engineering leader with proven track record in architecting, building, and delivering enterprise products utilizing AI.
Engineering leader at Target
Liaison officer at AnitaB AI committee, Engineering leader
Delivery, Operations & Transformation Leader at Marais Consulting Inc
I help engineering leaders build healthy, inclusive teams and the processes & systems to support them
CTO at Crisis Text Line
Growth oriented technology leader
Software Architect; ex-Engineering Director at Inditex
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Engineering Leadership at Anaplan
How I failed at my startup
Eguruvu was a company founded with the goal of helping students better prepare for college preparatory tests. The founders ran into several missteps in execution due to personal bias and lack of market research. They attempted to sell the product to private boards & institutions and government agencies, but ran into operational challenges and lack of commitment to adopt the new system from administrative staff. The lack of experience in selling and go-to-market cost them the company. The two main takeaways from this experience were to never do it alone and to roll out and develop products incrementally.
Director of Support Engineering at GitLab
Creative Recruitment Strategies to Hire Great Candidates
This article discusses the challenge of building a diverse team in a highly competitive landscape. It outlines the steps taken to actively source candidates, such as closing the public job posting and introducing monthly “Sip ‘n Source” events. It also discusses inclusive hiring practices, such as requiring candidates to speak to at least one non-male interviewer, offering adjustments to the interview process, and providing feedback surveys. The article concludes with the lessons learned, such as the importance of feedback, hiring based on trajectory, and the benefits of a diverse group.
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