ONE, Two Thousand, Three discussed on Software Engineering Daily


I was an intern up on. So i couldn't afford a car yet. I used to rollerblade to work every day back when people used rollerblades and i love the job so much i remember rollerblade. I'd paid work here. You know and so you know. We look for engineering leaders. Who will pay well. Don't get me wrong. But love the nature their work and they feel lucky to be in this line work and i certainly feel lucky to be in the software business. And how much do you personally keep. Tabs on product direction at new relic because the scope of the product is always expanding. But you know you're the head of the company you do wanna have some focus on product. Tell me about your perspective on product. There's an ebb and flow to it. And obviously we're at a scale now where there's so much going on that. No one person can have complete visibility to everything. That's going on but i love to say close to park my cannon. I typically have three to five projects that i like to stay very close to and you know in ideal world. I'm not you know in the reviewing and rubber-stamping role. I'm also at the white whiteboard and ideas on how to make something amazing early enough where there is some real creative outlet there so i love that and it energizes me and sometimes i can contribute to helping the products be better and then this may be just a selfish thing. I do but i still like to allocate some time. I'll be doing it this weekend. Actually we're coming up on a three day weekend. It's a recording this on the fifteenth january. But i like to write code still and so new relics forms actually programmable and you can build applications on top of new relic and so i'll be building stuff over the weekend when that keeps me close to the code and gives me joy and once in a while these prototypes actually turn into things that the priority option and bills for real. Do you have any mistakes. That you've made in product development that stand out strategic mistakes. Oh yeah life is certainly about mistakes and learning from them and getting better at it. You know i'd say one mistake. That i can look back on his underestimating. How much continuous communications involved as certain level of scale to align the whole organization around strategic imperative that may require a change in direction so new relic one. I'm very proud of new relic one. And what is done. We re are protected our user interface for the next ten years and we decided to do that when we were about eight or nine years old as a company recognizing that most technology architectures i think i remember steve jobs saying this technology architectures have about ten years life in them and then at that point. They'll continue to go after those but you're kind of low velocity maintenance mode at that point and you're the risk of being leapfrogged by the market so we made the right decision to re architect our user interface to be the underpinnings of the next ten years of growth for the company and my chief product officer and i were really on it as well as the core team building that platform but i underestimated the effort involved in lining the remainder of the product organization around vision for understandable reasons. In hindsight. i mean if you're an engineer that's working on what you have been working on and and you're accustomed to the architecture that we had been running and it was a rails monolith right so it was very two thousand eight technology. The so you know if i were to do it over again i would spend much more time re communicating and aligning the pride tour around that vision rather than assuming for them to just get it on their own after i give one or two talks about it. I'd.

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