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Ask Teresa: Does the Engineer in the Product Trio Need to be the Tech Lead?

Product Talk

Ask Teresa: Does the engineer in a product trio need to be the tech lead? In the past, I’ve sometimes used language like “design lead” or “tech lead” to refer to the design and engineering members of the trio. So let’s take a closer look at what I mean by the term “tech lead” and how you can apply this to your own team.

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Mergers & Acquisitions in Product Management: How to Navigate Growth & Integration

Productside

From surfacing hidden landmines during due diligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. Below, well unpack his real-world advice on making acquisitions work, retaining your best people, and aligning tech stacks for a post-merger world that actually innovates.

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Leveraging New Technologies: 3 Tips for Product People

Roman Pichler

Listen to the audio version of this article: [link] Make Time to Keep up with Technology Trends As new technologies come and go, it’s important for you—the person in charge of the product—to stay on top of the developments. The following four measures will help you with this.

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10 technical strategies to avoid when scaling your startup (and 5 to embrace)

Intercom, Inc.

From premature optimization to over-engineering solutions for your product, it’s easy to get caught up in making technology decisions that slow you down instead of speeding you up. So when it comes to building your technical strategy, you need to assess each component in relation to what success will look like for your business.

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Understanding Product Management

The Product Guy

Relative to other standard roles defined in an organization such as Ops, Marketing, Tech etc., Often, this is due to resource constraints rather than a lack of understanding of a PM role. Once the themes (aka feature groups) are defined, it becomes easier to think through the features that falls under various themes.

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Scaling a Product Organization

The Product Guy

Challenges due to hypergrowth. Onboarding: A huge number of hirings, from C-Level to PMs and Tech lead Process-oriented, not mission, not goals Purpose lost: make new employees impact the team as soon as possible No feedback-loop with new employees. Regarding continuous delivery: Very technical focus (e.g.

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Calm’s Will Larson on how to build a technical leadership career

Intercom, Inc.

After writing An Elegant Puzzle about the challenges of engineering management in high-growth organizations, his focus shifted to a career path that’s much less understood – the technical leadership track. Or does this whole tech career thing support the writing? Architect, Tech Lead, Solver, and Right Hand. I don’t know.