Director of Engineering

Constant collaboration between Product Management & Engineering

This article discusses a problem faced by one company where Product Management and Engineering were in constant conflict due to misalignment of deliverables. The author, a Director of Engineering, implemented rules of engagement, chunking down and chunking up models, and invited Product Managers to Engineering meetings to help resolve disagreements. The article also highlights the importance of building trust between Project Management and Engineering to ensure smoother delivery and more effective negotiation.

Building an International Organization

This article discusses the challenges of starting a business in Belarus, a small country with limited access to sales and marketing talent. It outlines the steps taken to overcome these challenges, such as focusing on the international market, establishing a sales function, growing in the local market, creating a communication channel between two offices, and hiring people early on. It also emphasizes the importance of team building and hiring the right people in order to scale and move forward.

Too Many Direct Reports

The author joined a small company eight years ago and, as the product scaled and more customers were acquired, the team grew and the author ended up with 20 direct reports spread across four teams. This was overwhelming and time-consuming, so the author took it upon themselves to drive the change and create a structure to groom people from IC to management. They mapped their responsibilities, wrote down role descriptions, advertised the roles internally, and provided thorough feedback to candidates. The author was able to take a step back and become more strategically oriented, and found immense enjoyment in coaching managers and being part of their personal and professional growth. They learned that if they see a problem, they should try to fix it and not wait for their managers to do that for them, and that investing in their own people is important.

Understanding What Drives People Can Help You Seduce Senior Engineers to Join Your Company

Companies need to be aware that senior engineers are more likely to choose purpose and passion over a high salary. To attract them, companies should look for experienced professionals at career fairs and networking events, have honest conversations outside the office, and tailor benefits to their specific needs. Two main motives that drive senior engineers are personal growth and mentoring possibilities, so companies should offer trainings and the chance to mentor junior colleagues.

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.

Hiring for a Director of Engineering

Hiring a Director of Engineering is a difficult task for any tech leader. Before beginning the process, they should have a thorough understanding of how the candidate would fit into the larger picture. During the interview, technical and soft skills should be assessed. Technical skills should include expertise in the development process, technical competency, and the ability to conform to industry best practices. Soft skills should include a bias for action, drive and ambition, and the ability to collaborate with product management. A 90-day plan should be written for each director hire to ensure success.