Dhanush, could you share your journey and how you’ve approached these challenges in your career?
‍Certainly! My journey in tech began in the late '90s, where I started by building websites and quickly immersed myself in the vibrant startup ecosystem in the U.S. From being the sole tech person in fledgling startups to leading transformative initiatives at global giants like PayPal and Venmo, I've had the privilege of navigating complex scaling challenges. My approach has always been rooted in strategic foresight and the thoughtful allocation of resources, ensuring that both technology and teams can scale effectively in response to rapid growth and evolving business demands.

‍What have you learned from your career and the figures you've looked up to?
‍I embarked on my career journey in the late '90s, initially running a small web development business while still in school. This early experience laid the groundwork for my later ventures into the U.S. startup scene. Working in startups taught me invaluable lessons about building from scratch and managing legacy issues handed down by previous leadership. Influential figures in the Silicon Valley product group, along with thought leaders like Marty Abbott, Eric Evans and Martin Fowler, have profoundly shaped my approach to technology and leadership, guiding me in adopting practices that balance innovation with sustainability.

‍How does the startup ecosystem in Southeast Asia compare to that in the U.S.?
‍The startup ecosystems in Southeast Asia and the U.S. are quite different. In Southeast Asia, the entrepreneurial culture is still maturing, and the kind of inspiring success stories we see in the U.S., like those of Apple or Amazon, are less frequent. This difference impacts talent acquisition, as the top talent in Southeast Asia often gravitates toward secure roles in multinational corporations rather than taking the risks associated with joining startups. This dynamic presents a unique challenge for startups in the region, as they must work harder to attract and retain the best minds.

‍How do you perceive the shift from individual technical skill to team collaboration in engineering?
‍Engineering has undeniably evolved into a team-oriented discipline, where collaboration and collective problem-solving are key. The rise of AI has made coding less of a rare skill and more of a commodity. The real differentiator now lies in engineers who not only possess technical expertise but also have a deep understanding of business needs and customer problems. These engineers can leverage their skills to create solutions that deliver tangible business value, making them indispensable to any organization.

‍What should engineering leaders focus on to empower their engineers to be more business-aware?
‍Engineering leaders should prioritize dismantling the 'feature factory' mindset, where engineers are isolated from the real-world impact of their contributions. Instead, they should cultivate an environment where engineers are deeply engaged throughout the entire product lifecycle, from initial concept to final delivery. This means fostering a strong understanding of the business landscape, ensuring that engineers are not merely focused on producing outputs, but are acutely aware of how their work drives meaningful business outcomes. Organizing engineering around empowered product teams is key—teams that collaborate closely with product and design to solve the right problems, creating solutions that resonate with customers and align with business goals.

‍What planning and allocation strategies should engineering leads consider for early-stage startups?
‍For early-stage startups, particularly at the Series A level (post product market fit), the focus should be on laying a robust foundation. This includes advocating for essential infrastructure and technical improvements while balancing these with the immediate demands of the business. Engineering leaders should position themselves as strategic partners in business discussions, helping to prioritize initiatives that align with the startup's long-term vision, rather than just addressing short-term needs. My mantra has been to focus on building the right product until you get to product market fit, and then switch to building the product right with a scalable foundation post product market fit.

‍What are the common pitfalls for startups as they scale, and how can they be avoided?
‍As startups scale, they often struggle to maintain the productivity and culture that fueled their initial success. A common pitfall is expanding the team too rapidly without addressing core issues such as deployment practices or architectural stability. To avoid these traps, it's critical to continuously invest in your technical foundation and tackle technical debt proactively. This approach ensures that growth is sustainable and that the startup can maintain its agility and innovation as it scales.

‍Finally, reflecting on your own experiences, what advice would you give to new engineering leaders?
‍Transitioning from an individual contributor to a leadership role is a significant challenge. My advice to new engineering leaders is to seek out mentors and build a strong support network. Focus on hiring the right talent, setting a clear vision, and fostering a culture of empowerment within your team. It's equally important to understand the business context and ensure that engineering goals are tightly aligned with business objectives. By doing so, you'll be better equipped to lead your team in delivering impactful, strategic outcomes.