Could you start by sharing a bit about you and your current role?
Absolutely! I’m currently based in the US, having moved here 14 years ago from Israel where I began my career. I studied mathematics, initially worked in QA, and quickly fell in love with the software cycle. My career journey in the US transitioned through QA and product management, eventually leading teams during significant transitions, like moving company processes to the cloud. Today, I’m a Senior Director of Engineering at Nursa, where we match facilities with clinicians.
That’s quite a transition from QA to leading engineering teams. How would you compare your work experiences in Israel and the US?
My approach tends to be very direct, a trait from my time in Israel. In the US, this directness is sometimes appreciated and sometimes not—it required me to adjust and adopt a more diplomatic approach. Work-life balance has also been a significant change for me; it was challenging in Israel and slightly better in the US, but still an area I believe can improve.
Has your direct style ever caused issues for you in your career?
Yes, it has, but it also brings a certain value. People who get to know me realize I’m focused on getting work done with care, not just being critical. A previous boss appreciated that while I’m direct, it’s always with a sense of care.
Can you tell us about your current team structure at Nursa?
Our tech organization includes about 18 people. I oversee the facilities pillar at Nursa, managing three teams with a total of 22 people. We’re fully distributed, with team members across the US, Poland, Brazil, and a few other countries. This setup works well, especially being on the East Coast, as it offers a good balance across time zones.
With smaller teams, what challenges do you face, especially concerning resource allocation?
The common notion is that more people equates to more productivity. However, I challenge that and focus on optimizing what we can achieve with the current team size. It’s about ensuring everyone understands their priorities without feeling overwhelmed by the workload. This involves clear communication and efficient prioritization with the team.
How do you balance new features and backlog management in such a dynamic environment?
Prioritization is key. We work closely with our product team to understand the impact of each feature and balance it against the development cost. It’s a continuous dialogue to adjust our focus and ensure we’re addressing the most impactful tasks first.
Lastly, what advice would you give to engineering leaders or those aspiring to lead?
It’s crucial to view your team’s capabilities as opportunities rather than limitations. Communicate what can be accomplished with the current resources and how additional resources could scale those achievements. Also, ensure your team is optimized and satisfied before considering expanding. This strategic focus helps in managing and scaling teams effectively in the long run.
-Shira
