We’ve all faced the dilemma: should we rush a quick feature out the door, or spend extra time refactoring code? That choice often creates technical debt—shortcuts in code, architecture, or process that make future work harder. Left unaddressed, debt piles up and slows your entire team down.

When something breaks in production—maybe a server crashes or a deployment goes sideways—it’s tempting to point fingers and hunt for the person “at fault.” But that only breeds fear and discourages honest discussion. A blameless postmortem flips the script: it treats every outage as a chance to learn how our systems and processes can improve, rather than a moment for shame.

On-call rotations are more than “who picks up the phone”—they’re a critical way to balance incident response, customer support, and operational health without burning out your team. Below is a template you can adapt, illustrated with examples from my time leading a device-management on-call rotation at a fast-growing tech company.

In the software development world, teams often face the dilemma of whether to build a tool in-house or purchase an existing solution. This “build vs. buy” debate can significantly impact a company’s efficiency, budget, and focus. A quintessential example of this debate is the implementation of feature flags.

The primary purpose of one-on-one meetings is to give your reports a chance to discuss issues and topics that they find important. It’s an opportunity for them to bring up concerns, challenges, and ideas that might not surface during regular team meetings. This is not a meeting to get status updates on projects! Schedule other time for that.

In my current role, I inherited an older codebase where best practices were often overlooked. As I reviewed the code and the surrounding processes, I found numerous areas for improvement in both code quality and operational practices.

In the realm of incident management, accurate and swift communication is vital. Different organizations adopt various strategies to ensure efficient communication during emergencies. One such strategy that has been gaining traction is the utilization of CAN reports, a mnemonic that stands for “Conditions, Actions, Needs.” Let us delve deeper into the intricacies and origins of this unique reporting format.

Technical debt is a common challenge faced by engineering teams, requiring deliberate efforts to manage and pay it down. In this blog post, we will explore different approaches to tackling technical debt and building a long-term technical strategy. We will also highlight the importance of involving senior individual contributors (ICs) and engineering managers (EMs) in shaping the strategy, while considering the alignment with business and product goals.

Crunch periods are a reality in many industries, and sometimes they are necessary to meet an immovable deadline. However, working under high-pressure situations for an extended period can lead to burnout, and it’s essential to provide support for the team after the crunch is over. In this blog post, we will discuss different approaches for formalized recovery time after a crunch period.

As a manager, you’re responsible for ensuring that the software your team creates is of the highest quality possible. This means reducing the number of bugs and improving code quality. But how do you measure these improvements? And what strategies can you implement to achieve them?