The highest performing companies in every industry, like Apple, adhere to the principle of Experts leading Experts. As Apple says "it's easier to train an expert to manage well than to train a manager to be an expert".
As engineers we're used to acquiring new technical skills and our ability to do that is probably what got us into our managerial position. But what about all this "manager" stuff we are now expected to do? Performance management, organizational design, coaching and mentoring, influencing and persuading. How do we become good at that? And do we even want to?
After leading over 250 engineers across the world and coaching and mentoring people at many different stages of their leadership journey, I have learned that many engineers who take on leadership roles feel the expectations of management are unclear and ill defined. I want to help people on the journey to understand how they can grow to become a great engineering manager. And why it's critical that we remove the obstacles and enable today's engineers to grow into tomorrow's empowered engineering leaders.
Senior Engineering Manager @DeepL, Previously Head of Technology @thoughtworks, Technology Leader with 20+ Years Experience
I have over 20 years experience leading both nimble, lean startup teams and large-scale enterprise engineering organisations (up to 230+ engineers in 25+ teams across 5 countries).
For me it's not about the tech, it's fulfilling the promise of technology: to make the world a better place.
I'm passionate about growing tech leaders: my success is only measured through their success and that is my priority.
I believe great tech is built from cultures of excellence and innovation. I guide and support teams to build their craft and remove the obstacles they face in pursuing excellence and allowing them to take calculated risks on new technologies and ideas.