Learning never stops
To be a great engineer and a great leader, you must always be learning. What can I do today to improve who I will be tomorrow?
Management philosophy
How I lead
I moved from engineer to manager because I care about how a team works as well as the things it ships. Here's what that looks like in practice.
What I believe
Psychologically safe teams build the best products
Engineers who feel safe to share their ideas and bring their whole selves to work built innovative and lovable products. If you have a foundation of trust, you can build anything.
Constructive feedback is a gift
If there is a behavior or way of working alteration that will make you more successful, I believe in sharing that feedback. I approach tough conversations with compassion. We’re on the same team so it’s us against a challenge.
Stay close to the craft
Engineering managers should be strong representatives for their engineers. They should understand the systems and be able to speak to limitations. This involves staying close to the details.
Cross-cultural by default
I lead distributed, multicultural teams and believe that diverse teams build beautiful products because everyone brings different things to the table.
There is joy in being wrong
Changing your mind in public is a leadership skill. I’d rather course correct early than risk ignorance long-term - and I model that so that my team can too.
Where I thrive
- Roles where I can practice different domains in my daily role: engineering, leadership, design, product management
- Organizations that value trying new things and learning from “failures”
- Partnerships with colleagues in product and design to ensure we’re aligned on strategy and priorities
- Cultures that value team members as human beings first and employees second
- Space to learn and teach
Let's talk
Hiring, speaking invitations, podcast guesting, or just comparing notes on management — I'm happy to hear from you.
Email me