Treating Code as Machine Code: The Shift to Spec-Driven Engineering
Software engineering is shifting from a code-centric discipline to a specification-centric one where AI handles the implementation and humans manage the requirements.
Engineering Management
Leadership practices, team management, and organizational strategies for engineering and technology teams, including navigating corporate dynamics and supporting developer wellbeing.
Reading List
Speed vs. Scale: Why Senior Developers are the Editors of the AI Era
825
Senior developers should act as editors who balance AI-driven speed with long-term stability by decoupling experimental prototypes from scalable production code.
The Coordination Bottleneck: Why AI Agents Won't Fix Software Engineering Alone
586
AI agents solve the problem of writing code, but they amplify the harder problem of human coordination and organizational coherence.
Using Standing Meetings as a Project Forcing Function
196
Recurring meetings act as a forcing function to maintain momentum on long-term projects by creating regular accountability.
The Economic Reality of Software Teams
411
Organizations must treat software engineering as a financial investment by measuring team costs against the actual economic value they produce.
Scaling Engineering: From Coder to Agent Manager
271
Engineering productivity in the AI era is maximized by building infrastructure that removes friction and enables parallel agent workflows.
Stop Optimizing the Keyboard: Why Faster Coding Won't Fix Your Delivery
332
Increasing the speed of code production without fixing systemic bottlenecks only creates more unfinished work and slower delivery of actual value.
Cognitive Debt: The Invisible Cost of AI-Driven Velocity
507
Cognitive debt is the invisible gap between the high velocity of AI-generated code and the limited human capacity to understand and maintain it.
How to Lead When Tech’s Vibes Are Off
364
In a shaken tech landscape, lead with public alignment, private honesty, and small acts of humane flexibility to preserve trust and stability.
How to Be (and Be Seen as) Strategic
187
Being (and being seen as) strategic means balancing context, proximate objectives, and execution across product, technical, team, and personal domains—especially under resource constraints.