leadership
If you work with platforms and infrastructure, you know the struggle to get long-term investment approved. People outside your domain don’t understand the benefit of the work, or they do understand but somehow other investments take priority, and you can only motivate short-term optimization when things start going wrong.
leadership
I've been running remote all-hands meetings for distributed teams spanning multiple time zones, cultures, and disciplines (tech and product, data and design), and I've also helped a string of leaders set up their remote all-hands. If you're not familiar, an all-hands is when all
org design
I’ve scaled three different platform teams, most recently a 100-person org serving 5,000 engineers in a 45k-person company. Lots of legacy, lots of consolidation work, lots of learning what actually works (and what doesn’t). So if you’re trying to figure out how to structure platform teams