Grow engineers, deliberately. Have a real point of view on where each person is today and where they could be in 6 to 12 months, then aim their work at the overlap between what they’re interested in, what they need to build, and what the business actually needs. Stretch assignments should be work that matters, not busywork dressed up as development.
Ramp people properly. Invest heavily up front: Learn about your direct reports, their learning and working style, how they operate, and how to best partner together. Get live context on the customer and the industry, heavily pairing in the first few weeks, co-attending every customer meeting for the first two (shadow, reverse shadow, then they lead). We want to make sure Percepta is the best place to work, and that there is unprecedented opportunity to grow a career here. Help your direct report learn their strengths, where to focus, and how to succeed in the ambiguity that is a high growth tech environment.
Give feedback in the moment. If a design approach is off or code quality is slipping, say so immediately, specifically and with respect. Bi-weekly 1:1s that go both directions. If someone has five things to work on, sequence them over months instead of dumping all five in one sitting.
Own the technical outcome. The buck stops with you across every workstream on your team, including the ones you delegated. Delegation is expected; abdication isn’t. You should have enough context to know something is off before it becomes a crisis.
Make the hard technical calls. Be the final decision-maker on the choices that are expensive to reverse, and be clear when a decision has been made and who made it. Document the why. Decide with incomplete information when that’s what’s available, and say what you assumed.
Set the bar. Define your team’s standards for code quality, testing, review rigor, and documentation. Unstated standards are just preferences people have to guess at. You don’t need to review every PR, but review enough to know what’s actually shipping.
Be credible with customers. You own the technical relationship. That trust gets built through consistent delivery and good questions, not through impressive decks. When something breaks, you’re the grounding presence in the room.
Feed the field back into the product. Patterns you see on the ground (what’s breaking, what’s asked for constantly, what nobody touches) are signal. Surface them proactively and push the reusable parts back into Mosaic so the next deployment starts further along.
Hire. You’ll interview, you’ll help calibrate the loop, and you’ll shape who we bring in next.