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How to structure your Technical Organization by number of developers: 1-5 devs: Staff: All senior to principal developers Management: FCTO 5 hours a week 5-10 devs: Staff: 5 Seniors, 4 intermediate developers Management: FCTO 10 hours per week, 1 full-time engineering manager 10-20 devs: Staff: 10 seniors, 5 intermediate, 3 juniors Management:FCTO 10 hours per week, 2 engineering managers 20-40 devs: Staff: 15 seniors, 10 intermediates, 3 juniors Management: FCTO 10 hours per week, 3 engineering managers This is a rough estimation of what I have seen work very well in my travels. DM me or comment for details.

How to structure your Technical Organization by number of developers: 1-5 devs: Staff: All senior to principal developers Management: FCTO 5 hours a week 5-10 devs: Staff: 5 Seniors, 4 intermediate developers Management: FCTO 10 hours per week, 1 full-time engineering manager 10-20 devs: Staff: 10 seniors, 5 intermediate, 3 juniors Management: FCTO 10 hours per week, 2 engineering managers 20-40 devs: Staff: 15 seniors, 10 intermediates, 3 juniors Management: FCTO 10 hours per week, 3 engineering managers This is a rough estimation of what I have seen work very well in my travels. DM me or comment for details.

ProdOps was a hidden gem that perfectly aligned with my skills, passions, and desire to make a tangible impact. Now, I want to share this discovery with you! In my latest blog post, I dive into: 🔍 The essence of ProdOps and its growing impact 🌟 ProdOps in action at a company that’s championed the role for 10+ years! 🤔 Why ProdOps might be the right fit for you #ProductOperations #BlackinProductOps #CustomerSuccess #TechCareers #CareerGrowth

Hey software engineers! What's something you'd like your *product manager* to know? Could be about working better with you. Could be about something you'd love to see in how the team works. Could be anything. Leave a comment and let us know. #softwareengineering #productmanagement

The Chief Transforation Offer (CTO) role isn’t a one-size-fits-all position. In fact, the general demands of a CTO can be broken down into three categories, based on the conditions leading to the transformation and level of change required within it. Learn more: https://lnkd.in/enaX7vFg #CTO

As a software engineer, I thrive at the intersection of innovation and problem-solving. Each line of code represents an opportunity to build something impactful and transformative. In the realm of technology, we have the power to shape the future through our creativity and dedication. I am passionate about crafting solutions that not only function flawlessly but also elevate user experiences. Every project is a chance to learn, adapt, and push boundaries. Let's embrace this journey of continuous improvement and embrace the challenges that come our way. Together, we can harness the potential of technology to solve real-world problems and make a meaningful difference. Here's to building a tomorrow that is smarter, more efficient, and full of endless possibilities.

We ship features quickly — and here is how we do it: ✅ 1-week sprints: If it can't be shipped in a week, the scope is too stretch ✅ No process by default: If we can do it, we don't create a process for it ✅ Product engineers: We only hire engineers who can and love to ship products end to end ✅ Single-shot feedback: We give feedback only once and we don't require release sign offs

This is one of the fundamental traits modern architects need to embrace and help nurture in the organization to achieve the sustainable fast flow of change: we want people close to problems to be able to learn, design, and decide as best as possible so they can respond to the many needs and opportunities on their environment. For that to happen, we need people who typically are in architect roles (or whatever names we give to people who know about Architecture and can help increase the Architecture capability in the organization) to help others drive architecture (and get support whenever needed). In 2021, I called this new approach to architecture as "architecture as an enabling team" (as in Enabling Teams from Team Topologies), as that describes that shift (and this is also the core of the Architecture Modernization Enabling Team (AMET), which I coined last year with Nick Tune 🇺🇦) It is essential to acknowledge that it does not mean certain topics are still owned and driven by architects (or similar roles) working across multiple teams or across the organization... that will most likely still happen. If this is a topic you are interested in or need support with, check my work and services on Architecture Topologies here: https://lnkd.in/ektRKFUy (... and stay tuned, as I am developing more materials and offerings on this important topic) 

A lack of one’s ability to own ALL the consequences of one’s actions, is probably one of the clear signs of a non committal individual in the team. That hurts a team’s cohesiveness. In such cases efforts should be made by managers to create a safe space, that promotes healthy outlet and an environment for net-net growth. Effective Communication, with due impetus on individuality forms the bedrock of a long standing and successful teams.

Product-Centric Mindset in Software Engineering Recently, my colleague YoungHyo Byun shared a thought-provoking article on team chat around two mutually inclusive types of Software Engineering job families Product Engineers and Stack Engineers In my team at Amazon Fulfillment Technologies & Robotics, SDEs are strongly encouraged to "Work Backwards" from the customer's needs. This trait encourages SDEs to be Product Engineers by default. Key practices highlighted in the article which I relate to the most are: - SDEs talk directly with customers (more hands-on) - Rapid iterations and feedback loops; MVPs/MLPs are highly encouraged and are part of every product launch - Provide direction for product irrespective of your level Article: https://lnkd.in/eeiEwRHQ