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Topic - 422 Stories
CEO at TLVTech
Tactical Routes to Keep Production Code Alive and Running
After becoming CTO of a company with a code base built by four people over five years, the last engineer left and took all the code knowledge with him. To keep everything running, the CTO divided his attention into two arenas: super tactical (incentivizing the engineer to stay for two months and contracting freelancers to write new code) and standard tactical (holding off production and hiring engineers). Over the next year and a half, the CTO hired eight people and stabilized the production code. He learned a lesson not to bring on juniors during a stressful time.
Principal Engineer at Auth0
Balancing Multiple Assignments: Determine What Is "Important" in Each of Them
As a senior engineer, the author was tasked with leading a large initiative while managing their regular day-to-day responsibilities. To ensure the success of the project, the author identified the skills and competencies of the team members, identified the critical things to get right, and worked closely with the Product Manager. The author also selectively attended meetings and worked on writing the design doc and reviewing the implementation. Through this process, the author learned to prioritize their time and be available for the team, while also ensuring that the most complex parts of the project were solved correctly.
Head of Quality Engineering at Shopkick
Building a World-class Software Quality Team from Scratch
This article focuses on the process of building a successful software testing team. It outlines the importance of understanding the company's testing and quality needs, as well as the need for specialized skills and must-have attributes. It emphasizes the importance of having a solid methodology and the need for humility, patience, and the desire to constantly work on achieving desired outcomes.
Senior Director, Software Engineering at PagerDuty
How to Encourage Your Direct Reports to Do Their Best Work
A manager can create an environment where good ideas can surface and flourish by trusting their direct reports and allowing them the time and flexibility to test out their ideas. This approach worked for one lead engineer, who ended up winning a hackathon and pitching their idea to the President of the company, which was then funded and is now a substantial revenue-generating product.
Krijn van der Raadt
Sr Director of Engineering at AppFolio
Being a New Engineering Leader on a Team
When a company is doing well, it is rare to bring in a new engineering leader from the outside. This can be a difficult situation to navigate, as the new leader must build trust with the team and not be seen as taking a spot that was meant to be someone else's. The author shares the lessons they learned from two such experiences, such as being humble, rolling up their sleeves, not mentioning previous companies, and not being a ceiling to their team's growth.
VP, Product Management at Reltio
How to Successfully Transition From Engineer to Product Leader
This article outlines the steps taken by an engineer to transition to a product manager role. These steps include expressing interest to management, investing in learning, and building a brand. The combination of these steps enabled the engineer to successfully transition to a product manager role. The article also emphasizes the importance of continuing to develop skills and knowledge once in the role.
Director of Engineering at Lambda School
How to Transition From a Large Company to a Startup With Ease
After leaving Amazon for Lambda School, the author was warned of the difficulty of adapting to a startup's working environment and culture. However, they found that 70-80% of the processes and tools they used at Amazon were transferable, and they were able to introduce new processes and tools with great caution. They also conducted retrospectives to retire processes that did not work.
CTO at Beam Dental
Building a Team in the Midwest
This article discusses the challenges of hiring in the Midwest, specifically in Columbus, Ohio. It outlines the actions taken to find talent with the necessary skill sets, such as targeting people who had worked on ATM machines, medical hardware integration, etc. and looking for people who wanted to work in an Agile environment. It also discusses the lessons learned, such as the importance of general skill sets over specific ones, allowing leaders to make mistakes, and being willing to change the interview process.
Professional coach & consultant in Leadership and Digital Transformation at Veepee
ex VP of Engineering & VP Products @ Veepee
Staff Software Engineer at Slack
Salesforce veteran and ex-Ebay
Delivery, Operations & Transformation Leader at Marais Consulting Inc
I help engineering leaders build healthy, inclusive teams and the processes & systems to support them
VP Engineering at Akeneo
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
Growth Engineering Leader at Faire
Growth Engineering Leader | Advisor | Mentor | Board Member - Scaling High-Performing Teams to Drive Business Growth - MBA
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Engineering Leader at
Building a Culture of Innovation: How to Foster Creativity and Problem-Solving in Engineering Teams
This article discusses the challenges and strategies for building a culture of innovation and fostering creativity in engineering teams. It highlights the difficulties of managing remote teams and the importance of establishing psychological safety for team members to feel comfortable expressing their ideas and seeking help. Effective communication and collaboration are emphasized as vital for innovation, and the need for engineering managers to balance their technical and managerial responsibilities is addressed. The article concludes by suggesting the use of AI tools and reimagining mentorship platforms to enhance engagement and collaboration in engineering teams.
Engineering Manager at Atlassian
Metrics and Morale: Balancing Performance Measurement and Employee Engagement
Finding the right balance between performance metrics and employee morale is crucial in engineering teams. Metrics can provide valuable insights into performance, but they must be used effectively to avoid negatively impacting motivation and engagement. It is important to consider the context and impact of an individual's work, foster a growth mindset, communicate the purpose of metrics, and balance corporate goals with individual growth. By doing so, engineering leaders can create a thriving and engaged team.
Measuring Impact: A Guide for Engineering Leaders
This article explores the importance of measuring the impact of individual engineers in a team and discusses the challenges faced in doing so. Measuring impact helps in recognizing high performers, identifying areas for improvement, and making informed decisions regarding promotions and career advancement. However, measuring impact can be subjective and difficult to quantify, and different levels of experience and seniority may require different metrics. To measure impact effectively, clear metrics and goals need to be established, growth profiles and frameworks should be revisited, and the context of the work being done should be considered. Ultimately, measuring impact contributes to the overall success of the team and the company.
Head of Engineering at Tradeling.com
Building a Strong Team Culture: The Key to Successful Hiring
Hiring the right engineering talent involves more than just assessing technical skills. It is important to define the desired team culture and values, observe behavior and attitude during the hiring process, and craft an appealing job description to attract the right candidates. Defining the team culture helps attract candidates who align with the vision and are more likely to thrive in the team. Observing behavior and attitude allows for a deeper understanding of a candidate's commitment and willingness to learn. Crafting an appealing job description should focus on the company's culture and values while managing expectations. Ultimately, building a strong team culture is crucial for successful hiring in the engineering field.
Software Engineering Manager at Measurabl
The Power of 'foo_*': The Art of Balancing Flow and Clarity when Naming Things
The article discusses the challenge of naming things in coding and proposes an incremental naming method as a solution. The method suggests starting with temporary, functional names and gradually refining them as the understanding of the system evolves. This approach allows for maintaining flow and momentum while ensuring code quality. The transition from temporary to meaningful names is guided by considering the core purpose of the component, its fit in the overall system, and its descriptive nature. The temporary names also serve as indicators for refactoring and code review. The article concludes that striking a balance between flow and code quality is essential, and "Good Enough" in the moment can lead to "Great" in the long run.
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