Perspectives on technology and engineering leadership.
Opinions, analysis, and insights from the field. On building software, leading teams, and making technical decisions that matter.
The Lookout
The job of paying attention to the system — the role most teams have but never name. By the time something appears on a dashboard, it has been happening for a while. Someone needs to see the smoke early.
Your Incident Isn't Over When the Site Comes Back
Most teams stop at resolution. The ones that don't are the ones that get better.
Stay in the loop.
Subscribe and read every new piece a few days before it goes public on the site — straight to your inbox, ahead of everyone else. No spam, just substance.
Already a subscriber?
We'll send you a sign-in link. No password needed.
The Archive
The Role Nobody Assigned
The incident response foundations held — but everything around the edges fell apart. One unassigned role explains why communication chaos compounds during every incident.
Your First Incident Will Tell You Everything
Most teams handle small incidents fine through luck and proximity. But the same pattern that works for a five-minute fix produces hours of downtime when complexity doubles. Three structural changes cost nothing and change everything.
The Gap AI Closed Wasn't the One You Think
Everyone talks about speed. But the real shift isn't how fast engineers work — it's what they can now attempt. The execution tax disappeared, and the binding constraint moved upstream where it always belonged.
Don't Panic
Panic is not a strategy. It is the absence of one. Urgency is a feeling. Clarity is a choice. And sustainable pace is not a compromise but a competitive advantage.
Why Quiet, Solid Leadership Is Structurally Better Than Loud, Performative Leadership
Quiet leadership produces steady, compounding results. But steady and compounding doesn't make the news. So the examples exist — they're just buried under the noise of everyone else performing urgency.
What Do I Slow Down For You?
Six words that replace every uncomfortable capacity conversation. Not "no," not a lecture on velocity — just a question that makes the trade-off visible and puts the decision where it belongs.
The Research Paper That Explained 5 Years of Unease
Five years at a startup that looked right on paper. The mission was real, the people were talented, and yet something was off. Ron Westrum's research on organisational culture finally gave it a name.
Mini-teams of Three: Building Capacity for Real Ownership
The pair model solved the ownership problem. It didn't solve the resilience problem. For that, you need one more person — and what emerges is more interesting than just availability.
Mini-teams of 2: Where Leadership Emerges
Pairing changes who holds context, who makes decisions, and who feels responsible. But it also reveals something you can't see in a ticket-based model: who your leaders actually are.
Contractor Swarms: Why It Works (Until It Doesn't)
The dispatch model works brilliantly at 5 to 8 engineers. But past that point, the seams start to show. Here's how to recognise the inflection point and what comes next.