Leading engineers from around the world has taught me how to balance asynchronous communication and decisive action. The right frameworks transform geographical challenges into strategic advantages for organizations seeking to leverage global talent and build resilient engineering cultures.

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.

Unlimited PTO is a perk more and more organization are offering their employees. Unfortunately, many managers and organization are managing this poorly and failing their employees. What does this management failure look like?

I've interviewed a lot of engineers at various stages in their careers. I've utilized existing interview processes, built new ones and improved upon all of those. What do I think an ideal interview process would look like? Read on for details.

Return of office, hybrid work, fully remote job opportunities. Where do I think this is going?

My thoughts on the top soft skills senior software developers need to be successful, republished from Woven