Muhammad Sani Ibrahim的动态

Technical leaders at a company should be highly technical, for five primary reasons: 1. Exceptional technical ability is the only way for CTOs/VPEs to be true judges of quality—to?know?the difference between good and great (across hiring engineers, system design, etc.) 2. It allows them to make highly educated tradeoffs—between quality, speed, launch dates, feature inclusion etc. Making the right tradeoffs is one of the cornerstones of great leadership. 3. It enables them to command the respect of the entire team. It’s hard to take your leader seriously if you do not feel deep down that they could do your job if needed. That they could roll up their sleeves and fix the bug they are asking you to fix. 4. A somewhat more subtle reason: highly technical people very often have a deep passion for technology. They want to push the boundaries of what is possible.Those are the kind of people who are able to inspire teams to greatness. Passionate technical leaders bring a positive giddiness to otherwise mundane tasks. They don't just see technology as a means to an end—they are excited about the means. That’s the mark of a true visionary. 5. Finally, highly technical leaders have a much easier time attracting and recruiting other highly technical people. Great engineers don't want to work for someone who is just a great people manager. For all the above reasons, they want to work for a leader who matches their ability. https://lnkd.in/g9AvdeSy

I often feel like I’m at a crossroads as a CTO - do we invest in reworking existing code or pivot towards crafting new solutions? ???? This decision isn't just about the code; it's about aligning our engineering efforts with the broader vision of our company. Here are a few thoughts on how engineering leaders can support their teams in making these critical decisions: ???Embrace Tech Debt as a Strategic Tool - Tech debt isn't inherently bad. It's about making informed trade-offs. Encourage your teams to assess whether reworking code will strategically position the product for future scalability or if it's simply delaying the inevitable need for new work. ???Foster a Culture of Innovation - Create an environment where your engineers feel empowered to suggest when it's time to move away from the monolith, not just for the sake of using new technologies but to truly enhance scalability and maintainability. As leaders, our role is to navigate these complexities with a vision that not only addresses the immediate technical challenges but also sets the stage for future innovation and growth. ?? What’s your approach to balancing rework and new work in your tech strategy? I’d love to hear your insights and experiences. #TechLeadership #EngineeringExcellence #CTO

"Why aren't we shipping faster?" As a CTO, this question will haunt you. You might think, SPEED is just an engineering problem. BUT, It isn't. HARD TRUTH: Engineering velocity means nothing without product-engineering alignment. You can always have: - The best engineers(even 10x) - The modern & latest tools - Great processes But without alignment? You are building faster but in the wrong direction. YOU WILL START HAVING OUTCOMES WHEN, Product & engineering speak the same language: ↘ Business Impact Would love to hear your thoughts! How do you maintain product-engineering harmony? P.S. Open to senior engineering leadership roles (CTO, VP/Head of Eng/Director Of Eng). Let's connect! #TechLeadership #Engineering #CTO #EngineeringLeadership #TechnologyStrategy ----- ?? Ignite your network: ? Share this post ? Follow Sanjeev Thapa ? DM for consultation

Think your CTO's obsession with clean code and fancy tech is helping your business? Think again. Business leaders, let's get real. If your tech leaders can't speak your language and make decisions from a business perspective, they are failing you. Technical ambitions and perfectionism? BAN them! Your company’s success hinges on progress and profit, not on the latest tech fads. I vividly recall a guy who sincerely shared his sad story in his tech lead journey. He was hired as a CTO, and after reviewing the current state of affairs in the dev camp, he was disgusted by the code quality and lack of tests. He immediately halted feature development to clean up the architecture and add tests. Sounds good, right? Four months later, there was zero new business value delivered. The CTO had to admit defeat, and the company had essentially paid for a costly tech experiment rather than tangible progress. Your business doesn't need a geeky CTO who gets lost in tech rabbit holes. You need a tech leader who prioritizes business goals, understands market demands, and drives the company forward. Don't let tech vanity projects drain your resources and stall your growth. Agree or disagree? Drop your thoughts below! ?? #techleadership #cto

Very succinct post on buying vs building technology.

NVIDIA CEO Jensen Huang sharing his approach on achieving organizational alignment. We missing though how the Vertical alignment happens. How high-level strategies, goals, and processes are passed down and converted to lower-level objectives. Remains to see if that modell work or not ??

Innovation is about great ideas! That's what I thought. That was until: ? These great ideas didn't generate revenue. ? I had to rethink innovation & my approach. The hard truth: ?? Innovation without revenue is just expensive experimentation. What I have realized: ? Great Ideas will not always make money. ? Time to Market is more important than perfection. ? Customers will validate not the board. The real skills? ? Turning innovation into revenue. ? Everything else is just R&D or expensive experimentation. Should Innovation bring revenue or not? How do you get the best ROI on Innovation? Let's chat in the comments. P.S. Open to senior engineering leadership roles (CTO, VP/Head of Eng). #TechLeadership #Engineering #CTO #EngineeringLeadership #TechnologyStrategy ----- ?? Ignite your network: ? Share this post ? Follow Sanjeev Thapa ? DM for free consultation

How do you build a high-performing engineering team? ?? If you ask Palantir Technologies CTO Shyam Sankar the answer is simple: “I don’t” ?? ?? Leadership & Strategy: Shyam Sankar advocates for a winning-centric approach, emphasizing strategic and innovative problem-solving. ??? Technology & Impact: Discusses using advanced technology to maintain competitive advantage and influence global affairs. ?? Team Dynamics: Stresses the importance of aligning team efforts with the company’s mission-critical objectives. To learn more about his approach you may find the full here: https://lnkd.in/dvbVrBSX

Early in my career, I was fortunate to work at Facebook, where I learned a lesson that has stuck with me ever since: the importance of over-communication. I remember sitting in weekly Q&As with Mark Zuckerberg, who would often repeat the same messages. At first, I wondered why he kept reiterating the same points. But over time, I realized that in a large team, clarity and consistency are crucial. By the time you’re tired of saying something, your team is just beginning to absorb it. Over-communication isn’t about repeating yourself unnecessarily; it’s about ensuring that everyone is on the same page, especially in fast-paced environments where priorities can shift rapidly. It’s a powerful tool for leaders to align their teams and maintain focus on what truly matters. As a tech lead, it’s your responsibility to guide your team through the noise, keeping them aligned with the bigger picture. This lesson in over-communication has been a cornerstone in my approach to leadership, helping me build more cohesive and effective teams. If you're interested in diving deeper into principles like these, I invite you to check out my course, How to Become an Effective Tech Lead (https://lnkd.in/gGBtnaz5). It’s packed with insights and practical advice to help you navigate the challenges of tech leadership. Let’s continue to grow and lead with clarity! #techlead #leadership #overcommunication #womanintech #leadwithclarity

If you could go back to your first day in your role what are the 3 pieces of advice you would tell yourself? See my top 3 tips for Technology executives here ?? ?? Get a clear alignment of what outcomes are expected by the SLT ?? Spend more time 'thinking' and less time doing in the first 90 days ?? Believe in yourself - there’s a reason why you were asked to join I was prompted to post this as I caught up with a friend at the weekend and he is a highly experienced executive who is about to start a new role for the first time in over 10 years. He was excited about the new challenges ahead but also anxious and was taking steps to get himself prepared for the change. As a CTO / Head of Engineering, ?what do you do to set yourself up for success in the first 90 days? I have added some useful links in the comments below but let me know what you do..... #cto #ctorecruitmentspecialist #executivesearch #careerchange