There’s a moment in every engineering leader’s journey when the work shifts. At first, you’re deep in code. You debug, architect, and ship features. But then something changes. You realize your biggest impact isn’t tied to how many pull requests you merge, it’s how well your team performs when you’re not in the room.
That’s when I knew I wanted to lead.
Leadership by Design, Not Default
I didn’t fall into leadership. I chose it, and I keep choosing it every day.
Early in my career, I worked under a few different leaders. Some built trust quickly. Others kept people guessing. I took notes. Not just on what worked, but on what didn’t. And over time, I developed a simple philosophy: lead the way you wish you were led.
That means:
- Give people ownership, not just tasks.
- Define success clearly, and let teams figure out how to get there.
- Protect time for focus.
- Celebrate wins. Learn from losses.
But above all, stay human.
Product and People
In software leadership, you’re responsible for two things: delivering great work and growing great people. One without the other doesn’t last.
That’s why I split my focus:
- Product – I track deployment frequency, MTTR, and change fail rate. I stay close to roadmaps, tools, and trade-offs.
- People – I run 1:1s, coach through blockers, and create clarity on goals and growth.
Performance improves when people feel safe, not just to ship, but to speak up.
Mentorship Isn’t Optional
I make time for mentoring. Not because I know everything, but because I remember how much it helped when someone made time for me.
And I learn just as much in return.
What Drives Me
I lead because high-performing doesn’t have to mean burned out. Because the best teams leave things better than they found them. And because helping people grow is the best part of the job.