Engineering

I’ve watched talented engineering teams burn out not from working too hard, but from working without direction. The pattern is always the same: leadership announces a new strategic pivot every quarter, teams scramble to adjust, morale craters, and your best people start updating their LinkedIn profiles. The problem isn’t the changes themselves. It’s that without a guiding vision, every shift feels like a complete reversal rather than a necessary course correction. ...

I got into management because I saw myself as a player-coach. I could create software and make my teams more effective. The most rewarding part? Shielding creative people from bad direction and then watching them delivering results. Success gave me more influence to shape process and continue to help my teams be their best. Chris Dixon’s recent, high-profile shift from “Management” back to “Engineer” made me pause. He’s a true champion of the possible who had an outsized impact on my early career, and his move forced me to think about my own direction. ...