As an engineering leader, mentioning that you track lines of code (LOC) is often met with immediate pushback. "We deliver so much more value that producing code!” "Lines of code don't measure quality!" "You'll incentivize bloated code!" "The best engineers delete code!" “Outcomes over outputs!”. All valid comments in some contexts, but they miss a crucial point: quantitative metrics, when used appropriately alongside qualitative data, provide valuable insights into team performance and health.

Cross-functional teams have become the backbone of modern product companies, bringing together product managers, engineers, and designers to tackle complex customer problems. But while these teams promise better decisions and greater autonomy, many organizations struggle with fundamental questions: How should teams be structured? What problems should each team own? How do you ensure they maintain long-term customer focus rather than getting lost in feature delivery? Team Charters offer a powerful solution to these challenges, providing teams with clarity of purpose and the foundation for true customer obsession.

It can be hard to know where to start when defining a strong organisational culture for a product business. One thing is for sure though, great product and tech businesses all share on thing in common: a culture that seeks to achieve product, engineering and operational excellence for its customers. Depending on what your teams do, these customers may be internal or external, but the goal is still the same: ensuring customer success.

Engineering teams practicing DevOps strive to improve the way they build, ship and operate their software while avoiding customer impacting outages. Parts of this problem can be solved through automation that reviews and monitors your codebase before and after release, taking action before a human operator even investigates an event. One of the hardest parts of reducing system outages completely is that software still involves human, and human involvement always brings its own set of challenges.

Offshoring – the business consultant's best friend. It's often used as "the grass is greener" answer to many large software development team's senior management. After seeing this sold in some way at nearly every role I've had for the last 10 years, the one question I don't often see asked alongside is what problem this solves and if there's other answers. Like many legitimate leadership questions this is overlooked not because managers are unintelligent, but because it's often a hard question to answer. Digging deeper delivers answers that can save a lot of time, stress and money.