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On Becoming a VP of Engineering, Part 1: The Path to VP

Honeycomb

This post is part of a short series about my experience in the VP of Engineering role at Honeycomb. In February of 2020, I was promoted from Director of Engineering to Honeycomb’s first VP of Engineering. Happily, all these things turned out to be true and are still true to this day.

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Introducing Engineering Management to a Growing Organization

Gitprime

GitPrime elevates engineering leadership with objective data. In this interview series, Engineering Leaders talk about how to build high performing teams. At Raw Signal Group , Nightingale conducts leadership and management training with hundreds of fast-growing tech companies. Why management matters. The tree structure.

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AoAD2 Chapter 3: How to Be Agile

James Shore

Start with an influential manager you trust and recruit them as an ally. The engineering manager found my thoughts about scaling insightful, so he introduced me to his VP of Engineering. The VP was concerned about cross-product coordination as the organization grew. The VP liked what I had to say.

Agile 103
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AoAD2 Chapter 6: Invest in Change

James Shore

If not, you can hire consultants. Start with an influential manager you trust and recruit them as an ally. The engineering manager found my thoughts about scaling insightful, so he introduced me to his VP of Engineering. The VP was concerned about cross-product coordination as the organization grew.

Agile 94
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Rise of the Resilient Manager with Lara Hogan

Marcus Blankenship - Podcasts

In this episode of Programming Leadership, Marcus and his guest, Lara Hogan discuss what it means to be a resilient manager. Resilient management has to do with making sure your bucket of energy is healthy. @35:01. Marcus: Why did you feel this was the right time for this book? Episode 33. ??Are Are you a resilient manager?

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On Becoming a VP of Engineering, Part 2: Doing the Job

Honeycomb

Charity once said an off-hand sentence that became a mantra for my transition into the VP of Engineering role: “Directors run the company.” It takes months to build trust and shared context, propose and refine company-wide strategy, and plan department-specific strategy and implementation.