John

Years ago, I led a MASSIVE project that had a hard deadline. Talk about stress – there's too much work and not enough people. And yet, we shipped ahead of schedule. How did we do it? Check out my latest post on Build the Stage to learn how. buildthestage.com/planning-for-p…

@johncutlefish Depends on business goals. Strategic investment areas need the right code architecture to support new use cases and a growing team. A product area that is stable and not a focus area can live with messier code.

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@gregorywitek Another mindset shift: Outcomes are more important than code. Staff+ engineers are measured by what they achieve and the long-term impact of their decisions. You're held accountable when projects go awry. The expectations change and you've got to be ready.

Someone on Reddit asked why they're stuck at a senior level and how to get promoted to staff engineer. Here are some of my thoughts on the topic:

Years ago, I led a MASSIVE project that had a hard deadline. Talk about stress – there's too much work and not enough people. And yet, we shipped ahead of schedule. How did we do it? Check out my latest post on Build the Stage to learn how. buildthestage.com/planning-for-p…

Want to learn more? Check out my latest post on @BuildTheStage: buildthestage.com/stop-asking-sm…

And what about when you want input and everyone is ambivalent? Choose the dumbest choice. Think about choosing a lunch spot. No one ever has an opinion. What happens when you recommend McDonald's? Suddenly everyone has an idea. Try the same approach.

When first became a team lead, I had this annoying habit that drove my team crazy. I asked SO MANY small questions. • Should we estimate this project? • What’s the priority of this work? • Where do you want to go for lunch? I thought I was collaborating. The truth?

@Carnage4Life I remember interviewing at a company that added 200 egrs in the past 6 months w/ only a handful of enterprise customers. 1000+ employees, few years old. I NOPED that offer. Interesting problems, but poor long-term management of resources.

Years ago, I led a MASSIVE project that had a hard deadline. Talk about stress – there's too much work and not enough people. And yet, we shipped ahead of schedule. How did we do it? Check out my latest post on Build the Stage to learn how. buildthestage.com/planning-for-p…

Imagine your boss comes asks you one day: "We got approval to grow your team! What roles and job levels do you want?" How do you respond? There's no easy answer – so here are 4 things I consider when growing a team. buildthestage.com/4-tips-for-cho…

@gregorywitek That's awesome! Congrats!!!!

15 months ago I rejected promotion to a director position in a start-up, because I couldn't imagine staying there anymore. I joined Booking and started again as Engineering Manager from scratch. After a year of hard work, today's my first day as a Senior Engineering Manager 😌

Years ago, I led a MASSIVE project that had a hard deadline. Talk about stress – there's too much work and not enough people. And yet, we shipped ahead of schedule. How did we do it? Check out my latest post on Build the Stage to learn how. buildthestage.com/planning-for-p…

So many engineering teams fall into the trap of over-engineering projects. We spend time building "high-scale" features to support millions of users for simple internal tools. How do you stop committing to this ridiculous amount of scope? Learn how: buildthestage.com/when-should-yo…

Imagine your boss comes asks you one day: "We got approval to grow your team! What roles and job levels do you want?" How do you respond? There's no easy answer – so here are 4 things I consider when growing a team. buildthestage.com/4-tips-for-cho…

A tremendous thread explaining why hiring is not a panacea for short-term goals.