Can you share the journey of your career and how you got started in tech?
I began my career by co-founding a startup straight out of college with two of my friends back in 2010. It was a thrilling experience as we were profitable from day one and experienced substantial growth. Unfortunately, due to unforeseen circumstances, we had to shut down after four years. Following that, I joined Google, where I transitioned from entrepreneurship to an individual contributor role, learning the ropes of working in a large tech company. This was an invaluable period where I realized the importance of gaining diverse experiences to move back into leadership effectively.

What have you learned from working at Google and other companies?
My time at Google was transformative; it taught me the importance of how high-performing teams operate. The key takeaway was the concept of self-organizing teams that manage their workflows with minimal oversight. This insight has been instrumental throughout my career, guiding how I approach team building and management in every leadership role I’ve undertaken since.

How did your approach to project and team management evolve over your career?
Early in my career, my focus was heavily on the technical details—writing good code and deploying functional products. However, as tools and technologies evolved, those aspects became faster and more efficient, allowing me to shift my focus towards strategic impact. Nowadays, I prioritize understanding how engineering decisions align with and drive business objectives. This shift means that while the technical excellence of a product is essential, the ultimate measure of success is its business impact.

What are the characteristics of a high-performing team?
A high-performing team, in my view, is primarily self-organizing. This means they can manage their own tasks and responsibilities effectively without needing constant direction. My goal as a leader is to intervene only when there are significant blockers or strategic misalignments. I also focus heavily on identifying and nurturing internal leaders who can take charge of various aspects of the team’s functions, fostering a culture of leadership and responsibility at all levels.

How do you handle team members who struggle to keep up?
Dealing with underperforming team members requires a nuanced approach. Firstly, it’s important to determine whether the issues are due to personal challenges or skill deficits. If personal issues are at play, we aim to support the individual in resolving these challenges. If the problems are skill-related, we provide targeted training and mentorship. This approach ensures that every team member has the opportunity to succeed and contribute positively to the team’s goals.

How do you balance the trade-offs between velocity and quality in engineering projects?
The trade-off between velocity and quality is a dynamic challenge and largely depends on the current needs of the business. In a startup environment, velocity often takes precedence to quickly capture market opportunities and adapt to user feedback. However, as products mature, the focus shifts towards enhancing quality. My role involves clearly understanding and articulating these business needs to the team, ensuring that our projects align with broader company objectives.
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Any final thoughts for fellow tech leaders and engineers?
My advice would be to strive for simplicity in all aspects of engineering and leadership. Complexity can be a significant barrier to scalability and maintainability. By focusing on simplicity, you ensure that your solutions are robust, your team is more efficient, and your products are more sustainable in the long run.