Leave a lasting legacy, grow your network, and step confidently into your future opportunities. As a CTO, there comes a point when it’s time to move on, whether it’s your choice or the end of a mission you were hired for. Here’s how to finish strong and leave your current company and professional legacy on […]
Practical weekly strategies to set your team up for early success If you’ve recently stepped into a new role as a dev team lead, you might be feeling the pressure. This is your chance to make a strong first impression — but it’s not something that comes naturally. Having a battle plan is what sets the winners apart
30–60–90-day guide to leading your new dev team like a pro Read More »
Every CTO has faced the challenge: “What’s the best compensation model for my R&D team?” With so many options, it can feel overwhelming.
Creating the perfect compensation model for your software development team Read More »
Exposing My 2024 Financial Data, Streams, Reviews, and Plans.
Don’t just bring up problems. Tell the managers what they get in return.
Have you ever thought about conducting performance reviews that your team actually loves? You have the power to establish a system that brings value to both you and your team.
How do I onboard an Engineering/Tech Manager ace ♣️ in just 3 months? Do this:
1️⃣ Decide how much of Technical/Delivery, Leadership and Process scope you plan to assign to this #role (❌not all the 3 at once, please!)
2️⃣ See the Top 10 Interview Questions to Help You Make the Right Bet.
3️⃣ Captain Obvious: No generic job desc.
Developers think about technical skills when they want a career promotion. But managers care equally about a broader set of qualities.
No strategy → no focus → no improvements → no differentiators → no happiness in what I do → back to employee mode. Having no strategy in mind leaves the door open for competitors and partners to swiftly outpace me. In just a single year, I could find myself back in employee mode, overshadowed by those who planned more strategically.
What’s the purpose of having expensive highly performing teams if they don’t work on things that matter the most, having 60% off-roadmap contribution?
Don’t Do DORA Metrics First: Rethinking Team Performance Indicators Read More »
