I lead, grow and mentor engineering organizations across telecom, logistics and SaaS. Currently VP of Strategic Software at a telecommunications company. I write about what I've learned running distributed teams, managing technical debt, and hiring engineers in the age of AI.
Drawn from years building teams across telecom, logistics, hiring and manufacturing. Read my article on each principal.
Distributed teams outperform co-located ones when the operating model is designed for async decisions, written context, and clear ownership. Not transplanted from the office.
02Most technical interviews measure test-taking under a stopwatch. I rebuild hiring around problem framing, trade-off articulation, and shipped evidence: the signals that correlate with on-the-job success.
03Every team has debt. The ones that keep moving treat it as a portfolio (with explicit cost, interest, and a payback schedule), instead of a cleanup someone will get to someday.
04Mentorship and career ladders aren't HR overhead. They're the compounding investment. The output of an engineering organization is the engineers it produces as much as the software it ships.
Technical debt has a sibling that gets less airtime and, in my experience, does at least as much damage. Decision rights that drift, skip-levels that quietly fall off the calendar, review meetings that turn into status updates. Let's talk about how I clean them up once I notice they've gone bad.
After proving AI could beat most technical assessments, I had to rebuild how I hire engineers. Here's the process I've developed; focused on what actually predicts success on the job.
Proven processes transform distributed teams from liability into competitive advantage. This talks about why I think that is and how to ensure your team is successful when they are remote.
An analysis of how artificial intelligence is transforming software development careers, team structures, and how engineers build expertise.
After navigating technical leadership roles across startups and established corporations, I've come to view technical debt as both inevitable and manageable. It's the leadership approach to this debt that often determines whether a company can maintain momentum or finds itself grinding to a halt.
Scaling engineering teams is about much more than just adding headcount. It's about creating sustainable growth that preserves the core elements of your culture while evolving systems to support a larger organization. Here are a few of my thoughts about the topic.
