I am focused on building better software products and engineering teams through fostering an amazing team culture, developing software smarter, and utilizing the right metrics. I have hired and currently manage multiple development teams, defined and matured the software development process, and built an infrastructure with three 9s of uptime.
When it comes to software, the term “QA” itself is highly loaded. Because what is it, really? Is it just a thing at the end of the software delivery line, where quality gets lovingly sprayed on at the end, achieving a nice glossy sheen? Is it a separate »
A major goal you should have as an technical leader is to help grow the abilities of your team. In order to do this, you need to deliberately cut your engineers’ time away from doing their actual work to focus on learning. On purpose. Knowledge workers »
“Ok, so we launched our new feature last night. However we have 30 customer emails from last night about bugs, and we need to hit those right away. Also the error rate is a little spikey, which probably means there’s more issues, and our response time »
Individuals and interactions over processes and tools. Why? Because the first principle of the Agile Manifesto is so easy to break. We broke it big time and learned a lot when fixing it. Tools like Jira seduce you into building a mammoth process »
The following is a story about how we matured as an engineering team. We went from an ad-hoc process to Scrum, and used Scrum for a whole year. Scrum leveled us up as a team in terms of structure and process. But it caused major morale issues. Then we found Kanban. We implemented it and have never looked back. »
At PipelineDeals we have an engineering manifesto. Our manifesto is the backbone of what we stand for as a team. They are high level, core underpinnings of our team’s culture. They read like team-level objectives, but they trancend any time-based measurement. They are here for the life of the company. »