Oscorp Energy’s Post

Design systems are booming. The demand for top-tier design system engineers is increasing. From Series A start-ups to Fortune 500 companies worldwide, we are seeing an increased demand for: > Senior, Staff and Principal IC’s > Team Leads > Managers > Directors / Head of Engineering Design systems are becoming a top priority for many companies.

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Recruiter: "This is a hands-on role" VP of Engineering: "I haven't coded in years, why would they expect that of me" I have this back-and-forth daily. It can be confusing to understand what "hands-on" within an engineering capacity implies. It will come down to the company size, as small businesses can require a VP to dive into the code when necessary. In my eyes, "hands-on" at a VP level, more often than not means they are looking for someone that can lead by example, create excellence in engineering practices and structure, drive delivery efficiency, etc. Someone that can that will optimize the team to the max as opposed to the person that requires a corner office and leans on delegation.

Yesterday someone said to me that the true Engineering Managers job description is: To enable really smart people to make them look good. I think in truth there is a bit more to it than that phrase. I like that they have included the word 'enable' and that they are highlighting really smart people. If I had to try and rewrite this in the same vain perhaps: To empower and enable really smart people to achieve business outcomes and deliver business value. How you empower and enable those is the art of Engineering Management.

Should an Engineering Manager be hands-on? I have come across many opinions on this topic. I recently hired an Engineering Manager who was required to be hands-on while managing a team of 10 ICs. To me, this is not feasible. IC engineers would likely suffer in this setup because they would not be given the focus they need to help them with their career development. The common theme I encounter is that engineering managers require a technical background, without a doubt. However, most engineering managers should NOT be hands-on as this can divert attention away from the primary goal of a manager: increasing the team's focus to produce better work. As a manager, you can measure your success by how well your team can operate when you are not there. 

#hiring Advance Lead Engineer- Product Definition, Cincinnati, United States, fulltime #jobs #jobseekers #careers #Cincinnatijobs #Ohiojobs Apply: https://lnkd.in/g36hHnEK Job Description Summary Activities contributing to the design and development of products, solutions and systems. Includes activities linked to technical improvement of existing products and components Responsible for departmental operations planning/execution or is focused on execution of professional activities within a technical discipline. Functions with some autonomy but guided by established policies or review of end results. The job allows modification of procedures and practices covering work as long as the end results meet standards of acceptability

As an engineering executive, it's easy to get caught up in the day-to-day operations of the company. But ask yourself this: Are you focusing on the right things? If you're not actively working to improve the company's engineering best practices, then you're not doing your job. Here are some ways you can improve your focus: - Prioritize time for team growth - Set clear objectives and goals - Encourage and listen to feedback - Invest in technology and innovation - Hire top-tier talent and be a mentor Don't get bogged down in the small details. Focus on what truly matters and watch your company's engineering team thrive.

In one of the threads, a question was raised that made me think about high-level engineering roles. The question was about the difference in engineering leadership and management. I think this deserves a repost. My response was as follows: "In a way, an engineering leader is a more difficult job than a people manager. You are still required to stay current on the technologies, without actually practicing them as much as you used to. As another comment stated, it's about building teams that build the tech. You would be the person who is juggling overarching technical concerns that more junior positions do not necessarily concern themselves with. Enterprise projects usually involve several technologies working together to form the complete picture, like pieces of a puzzle. An engineering leader is the person who's "putting the puzzle together", or at least instructing the organization as whole on how to proceed, and that requires engineering knowledge."