README

My Leadership Philosophy

The core tenet of my leadership philosophy is that it is not about authority or titles, but about influence, trust, and the ability to bring out the best in those around you. My goal is to create an environment where talented people can do their best work, where we're constantly learning from each other, and where we're focused on delivering real value to our customers.

What I Value

Curiosity-Driven Leadership

Curiosity is the engine that drives innovation and growth. I value team members who ask questions, seek to understand systems deeply, and approach challenges with an open mind. The best solutions often come from those willing to look beyond the obvious and explore multiple perspectives.

Genuinely curious teams build better products because they're focused on understanding the real problems rather than rushing to implement the first solution that comes to mind.

Taking Ownership

I believe in empowering people to take ownership of their work and decisions. This means treating problems as their own, having the autonomy to solve problems creatively, and also focusing on outcomes rather than just activities. When team members take true ownership, they don't stop at identifying problems; they drive toward solutions, bringing others along with them.

Ownership isn't about working in isolation. It often means knowing when to pull in others, when to ask for help, and how to collaborate without diffusing responsibility.

Balancing Speed and Quality

The tension between moving quickly and building things right is ever-present in technology. Rather than seeing these as opposing forces, I view them as complementary when properly balanced. The best teams optimize for continuous value delivery, learning rapidly while building foundations that allow them to accelerate over time.

This balance looks different depending on the context. Sometimes we need to optimize for rapid experimentation; other times we need to invest in robust architecture. The key is making these tradeoffs consciously rather than defaulting to either extreme.

Transparency in Communication

Sharing work early and often, rather than waiting until it's final and polished, creates better products and outcomes. By making what we’re doing visible early, we invite diverse perspectives, uncover blind spots, and strengthen our thinking before we've gone too far down a single path.

I've found that the best technical leaders are also excellent communicators. They can translate between business and technical contexts, make complex tradeoffs clear, and bring others along on the journey.

Leadership Principles I Live By

"Perspective, Not Permission"

Some of the most powerful conversations happen when people seek input to improve their thinking, not approval for decisions. I believe in creating environments where initiative owners gather diverse perspectives while maintaining clear accountability for outcomes. The goal isn't consensus — it's making better-informed decisions by understanding angles you might have missed and balancing collective intelligence with individual ownership.

"Slow Is Smooth, Smooth Is Fast"

The way you work during normal times becomes how you operate in crises. By practicing deliberate processes when things are calm, we build the muscle memory needed to move quickly and effectively when facing challenges. This isn't about being slow — it's about being intentional so our processes become second nature, allowing us to respond with both speed and quality while avoiding the panic that comes from taking shortcuts.

"Seek to Understand Before Seeking to Be Understood"

When faced with different perspectives, our natural instinct is often to advocate for our own view. But true collaboration begins with genuine curiosity about others' thoughts. By prioritizing understanding over persuasion, we build empathy, uncover insights we might otherwise miss, and create foundations for more productive conversations. This approach doesn't mean abandoning your own perspective — rather, it enriches it by incorporating broader context and creates space for solutions that address everyone's core concerns.

"You Are the Average of the Five People You Surround Yourself With"

Our environments shape us in ways we often don't recognize. The people we interact with regularly influence our thinking, standards, and ambitions. This principle reminds us to be intentional about who we learn from and collaborate with. In creating teams, it means bringing together people with diverse strengths who elevate each other, cultivating environments where everyone continually pushes toward excellence.

"Catch Them Doing Good"

Transformation happens most effectively when we reinforce behaviors we want to see. Too often, we focus solely on gaps and problems, missing opportunities to celebrate progress. By actively looking for moments to acknowledge when people embody our values and deliver impact, we create momentum and clear examples of success. This builds a culture where positive change becomes self-reinforcing and people understand both what's working well and what needs improvement.

Working With Me

What You Can Expect From Me

Regular, Meaningful 1:1s

Our 1:1s are your time. While I'll bring topics when needed, this is primarily your opportunity to discuss what's on your mind, whether that's current projects, career growth, team dynamics, or personal challenges affecting your work.

Direct, Timely Feedback

You'll never have to wonder where you stand with me. I'll provide specific, actionable feedback — both appreciative and developmental — when it's relevant rather than waiting for formal reviews.

Transparency About Context

I'll share as much context as I can about organizational priorities, changes, and the reasoning behind decisions. When I can't share something, I'll tell you that directly rather than dancing around it.

Support for Your Growth

I'm invested in your long-term development, not just your current performance. I'll help you identify growth opportunities and advocate for your advancement, even when that means you might eventually outgrow your current role.

What I Look For in Team Members

Curiosity and Growth Mindset

I value people who are constantly learning, who see challenges as opportunities to grow, and who bring a genuine interest to understanding problems deeply before proposing solutions.

Effective Communication

Being able to articulate your ideas clearly, listen actively to others, and tailor your message to different audiences is essential. This doesn't mean you need to be the most outspoken person in the room—thoughtful, precise communication often matters more than volume.

Collaborative Problem-Solving

The best team members know when to push forward independently and when to pull in others. They're generous with their knowledge, seek diverse perspectives, and focus on finding the best solution rather than getting credit.

Be a Force Multiplier

Look for ways to make not just yourself but the entire team more effective. Share your knowledge, mentor others, and consider how your work impacts the broader organization.

Final Thoughts

My goal is to build teams where we can do the best work of our careers while supporting each other's growth. I don't expect perfection—from myself or anyone else—but I do believe in continuous improvement, honest communication, and genuine care for the work and each other.

This README is a living document (with this one updated on April 14, 2025) that will evolve as I grow as a leader. If you have thoughts on how I can improve it — or my leadership — I'm always open to that conversation.