Week 42: Going Part-Time to Find My Next Great Role of a Lifetime

Hey LinkedIn Friends and Family,

This week has been about finding my "why," reclaiming my mojo, and setting my sights on leadership roles that align with my values and aspirations. I've recently transitioned to part-time contracting, giving myself the space and flexibility to fully focus on my job search and pursue those "big picture" challenges that I'm most passionate about.

My current contract has been a valuable learning experience, but I'm realizing that my heart lies in leadership, in guiding teams, and in shaping the strategic direction of a company. I've missed that sense of purpose, that feeling of making a real impact beyond the day-to-day tasks. As a contract developer, I often feel like a "handyman," brought in to fix a specific problem, without the opportunity to influence the broader strategy or design. It pays well, but it feels fleeting, transient. I'm ready for something more substantial, something with a lasting impact.

I've also had the opportunity to attend some insightful leadership interviews, and there's one question that always makes me pause and reflect: "What are you most proud of?" My answer is always the same: "The people I've had the pleasure of working with and seeing them grow." There's no greater satisfaction for a leader than watching their team members achieve their potential, and knowing that you played a part in their success.

A common theme I've noticed in these interviews is the emphasis on finding leaders who can bridge the gap between technology and business, who possess strong communication and stakeholder management skills, and who can build a culture of collaboration and trust. It's a reminder that great leadership requires a balance of technical expertise, business acumen, and the ability to connect with people on a personal level.

One of the biggest lessons I've learned on this journey is the importance of contextual awareness. It's that ability to see the bigger picture, to understand how individual decisions and actions impact the whole system, and to anticipate challenges before they arise. It's about "seeing around corners" — a skill that I believe sets great leaders and developers apart. I realised that somewhere along the way, I lost sight of that crucial element. I got caught up in the day-to-day grind of managing tasks and metrics, and I lost touch with the bigger picture. My recent stint as a developer brought me back to those fundamentals, reminded me of the importance of empathy, and reignited my passion for leading and inspiring teams.

I recall a time when I joined a team at Domain that was heavily siloed. The product manager was using colour-coded emails to communicate priorities—talk about a red flag! My solution? A one-week sprint "bootcamp" that we ran for six straight months. It was intense, but it broke down those silos, brought the team together, and ultimately led to a 75-point increase in our NPS score. It's a reminder that a good team, with the right leadership and a shared sense of purpose, we can achieve extraordinary things.

I've also come to realise that the ability to "read the room" is essential for effective leadership. It's about understanding the unspoken dynamics, the subtle cues, and the underlying emotions that influence a team's performance. During a recent interview, I was asked about feedback I'd received from my team. My most impactful lesson was that I hadn't been "hands-on" enough, that I'd lost touch with the day-to-day realities of the developers. It was a humbling realisation, but it's one that has shaped my approach to leadership ever since.

I'm excited about the future and the opportunities to step back into a leadership role where I can apply these lessons and make a meaningful impact. If you know of any companies seeking a passionate and experienced leader who's committed to building high-performing teams and driving innovation, I'd love to connect!

All the Best,

Philip Laureano