Scaling Your Engineering Team From 5 to 50
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Jenny Farver - CTO / Popular Pays at SaaStr Annual 2018 Growth of a high-performing engineering team is fueled by the mindset of its leadership. Investors, CEOs and other executives will learn how to spot technologists who will excel in this growth phase. Jenny Farver is a Chicago-based technology leader and Adjunct Professor at Northwestern Kellogg School of Management.
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Scaling Your Engineering Team From 5 to 50
- 1. Jenny Farver @jennyFarver Scaling Your Engineering Team from 5 to 50
- 2. About Me
- 3. Your engineering team is either the accelerator or the brakes on your company’s Big Goal. On a small team, it’s all about priorities and execution. You already know
- 4. Yep. Between 5 and 50 you’ll have to add coordination and context. The specialization in engineering leadership emerges.
- 5. Mindset. Leading a high-growth team is a full time job. Design. Many growth pains are predictable. Planning can minimize them.
- 6. You are building a team that builds a product.
- 7. You’ll need to spend most of your time on: hiring coaching starting stuff
- 9. You’ll need to craft a message. And convey it well and often.
- 10. Building an engineering team is design + execution.
- 11. You’ll need to design (not just do) decision-making.
- 12. You’ll need to deal with your fear of management. And then design a structure that works.
- 13. You’ll need to iterate on collaboration. Yes, you’ll need to get good at meetings.
- 14. Takeaways Be a lean product engineer about it. Going from 5 to 50 is a Big Goal in itself.
- 15. Takeaways Take Risks Design Implement Learn and Iterate be out there decision-making, team structure new features of your team, a message to your team on communication
- 16. Thank You. Jenny Farver @jennyFarver Slides: http://blog.popularpays.com
Hinweis der Redaktion
- Joke about how the talk title doesn’t have any units.
- Jenny Farver CTO PopPays We are the creators of a platform to help adverstisers access high-performing custom adverstising content at scale. We’re FMP and PMP and we connect brands to creators of incredible video and still assets. 8 to 12 Led product development at Civis Analytics. Software engineer 6 to 50 About you Everyone VESTED INTEREST Speaking mostly to engineering leaders. Others: hiring. IDEAL: Thrives on change, likes reinventing themselves ewvery 6monhts but also being dependable for team and company.
- Technology company or Technology enabled company, RECEIVED WISDOM SIGNS FOR ACCELERATOR - TWINKLE in eye HACK weeks Engineer BIAS TO SCALE Base of FAN GIRLS AND FAN BOYS Small: PRIORITIES and EXECUTION
- CAN’T ERODE But ADD COORDINATIN AND CONTEXT. No longer for free. COORDINATION Code base, what other are working on, oncall, staffing CONTEXT product manager, customer support, roadmap, knowing sales team an why losing deals Not just on leadership but its FULL TIME JOB
- Full time job (FIRST BIG POINT) OTHER IS DESIGN
- Back to MINDSET First I said “‘leading a high growth team is a full time job”. ANOTHER WAY: ” (former head of eng at grubhub). “Building team that builds the product COULD STILL SEE SELF AS BUILDER. VALIDATED FEELING FOLLOW ON: “engineers can tell when someone thinks like an engineer, even if they’re not actively coding Obviously thinking like an engineer? Was I showing that I was thinking about scale? Edge cases? Reducing manual toil? Mindset THAT WORKS DIG IN
- First: OBVIOUS TACTICAL IMPLICATION HIRE MATH: INTERVIEW 10-30 PER SPOT. 100-300 FOR 10 ENGINEERS 1:1 MATH: 20 HRS PER MONTH. 1/8 YOUR TIME ENUMERATE. lunch and learns, the hack weeks, the collaborative estimation sessions, the open source program, There’s nothing revolutionary here
- MINDSET CAN BE CONTAGOUS Trevor – ‘hire better than yourself’ Trek – continuous self improvement When your team sees that your mindset is building the team product it imbues team-building with importance and multiplies it. Trust – to go forth and DO Bravery – here together in risky situation, not fearing embarrassment Humility – antidote to the ego of under-qualification
- Here’s my last thing on the mindset of team-building. SURPRISED TO BE one of GREATEST JOY. Craft and convey ACT OF EDITING. Can’t live without POPPAYS Repetition unnatural for engineers. Be creative in how you repeat it.
- DESIGN
- Lot of decisions, mostly you want not by you. Need a plan. Social contract. 3 TOP ENGINEERS CIVIS – I’M IN Angular to react Migrate problematic table
- Now, just because you’ve designed decision making, doesn’t mean you don’t also need managers and management. BEGINNING OF A STORY I TOLD THE END OF. SOFTWARE ENGINEER TO DofE. Team of 12. Nervous, akward, uncomfortable DIDN’T THINK I HAD ANYTHING TO OFFER Middle of story: wins and losses of management GOOD MANAGEMENT IS POSSIBLE AND NECESSARY. AND DESIGN. Predictable: structures and rollout
- YES, WE HAVE TO TALK ABOUT MEETINGS Collaboration and context stomping DESIGN AND CONSEQUENCES: to maximize hit rate on ‘wow, great meeting’
- Big goal itself Several year mega project. Lean: no paralysis. No top down over planning on false assumptiosn
- So here’s your lean product engineer mindset of team growth. RISKS. Out there with humilty, your mission. DESIGN. Decision make and structure IMPLEMENT. New team stuff, esp you rmessage LEARN AND ITERATE. All but esp communication .
- That’s all I’ve got. Love from Chicago.