Engineering—
You became the worst manager you ever had, and you called it prompt engineering
Every bad management pattern you've ever complained about, you recreated the moment you started working with AI.
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Thoughts on engineering, leadership, and the craft of software.
Engineering—
Micro-frontends won't fix your monolith
When your frontend feels slow to change, the instinct is to split it up. But most of the time, the problem isn't the architecture. It's the modularity.
Read ArticleTrust—
You can't start with trust
Leadership frameworks love putting trust at the foundation. But trust isn't a starting point. It's what emerges after you build everything else.
Read ArticleTrust—
Trust isn't a gift you give on day one
When someone says 'I trust you 100%' before they know you, they're not giving trust. They're giving an opportunity to earn it.
Read ArticleEngineering—
AI coding is a trust problem
AI coding failures mirror junior developer failures. Confidence without competence. The feedback loops you build for AI are the same ones missing in bad teams.
Read ArticleLeadership—
What happens after the interview
The first 90 days reveal what the interview hid. Onboarding is a feedback loop for organizational health.
Read ArticleLeadership—
Remote teams and the 2/3 pattern
Feedback loops that happen naturally in an office have to be deliberately built when you're not in the same room.
Read ArticleEngineering—
Developers aren't being replaced, but coding might be
The problem with AI coding isn't that it's bad. It's that it doesn't know when it's bad.
Read ArticleTrust—
Trust is destroyed in moments, built in years
Most teams have assumed trust that's never been tested. The first real crisis reveals what was always there.
Read ArticleEngineering—
The architect's job is to be wrong first
The skill isn't getting the design right. It's knowing where to leave flexibility for when you're inevitably wrong.
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