Unpacking autonomy, or the lack thereof · A viewpoint on the 'lack of autonomy' challenge in engineering leadership, and the importance of understanding what autonomy really means.

Navigating the transition to management · My take on a change that can feel like 'a fork in the road': going from a software engineering role to a software engineering management role.

Consolidation into a platform team · Engineering teams frequently duplicate each other's work. When it becomes a pain point, a commonly used pattern is setting up a platform team, to consolidate scattered capabilities.

Out of bounds · While good software engineering is universal across disciplines, managing teams where you lack technical depth can be challenging. In this article I talk a bit about what has worked for me.

Performance enablement · Performance management is the means to plan, review, and reward people for their contributions. My take is that achieveng strong performance and results is more about enablement rather than control.

Three simple principles for delegation · Delegation is a cornerstone in leadership, and fundamental to scale yourself as a leader. I've tried to synthesise what I believe to be good delegation into three simple principles.

Composition for teams · Similarly to software, teams can benefit from composition. A common org design pattern is defining a platform team and leveraging it through many application teams.

Reorganising teams through experimentation · Engineering teams can grow in unexpected ways like systems do. Utilising experimentation concepts can help find the right design before you fully commit to longer-term change.

Calibrations for software engineering interviews · Assessing candidates for a role is not a straightforward task, and sometimes there are conflicting interests. Here's my take on how to the process more consistent.