In a fast-scaling tech org, the first 90 days make or break your new hires—and your culture. If onboarding is inconsistent, tribal, or just dumped into a Wiki, you’ll lose momentum before your engineers commit their first PR. But when onboarding is designed with intention, new hires ship faster, feel more confident, and connect to the team in meaningful ways. That’s what scales.
As teams grow, knowledge silos form. New hires struggle to find their footing. Culture begins to drift.
Mentorship fixes all of that.
Done right, mentorship creates a culture of learning, accelerates onboarding, and retains top talent during the chaos of scale. It’s the kind of low-cost, high-impact strategy most orgs overlook—until it’s too late.
Hypergrowth exposes every flaw in your team strategy—and every opportunity. Whether you’re scaling from a handful of developers to 100+ engineers or expanding internationally, your ability to build, structure, and develop your teams will make or break the business.
I’ve had the privilege (and pressure) of growing engineering teams from 6 to over 100 during my time at eXp Realty, and later leading engineering at Lone Wolf Real Estate Technologies through periods of acquisition, consolidation, and transformation.
When scaling a technology team, one of the most important decisions you’ll make isn’t architectural—it’s operational: How will your team work together?
Do you go fully remote and tap into a global talent pool? Stick to onsite and build in-person chemistry? Or strike a hybrid balance?
The transition from engineer to tech executive isn’t easy. Here are the top pitfalls and how to overcome them.
🚨 The Problem: Many new leaders struggle to let go of coding and get stuck in the weeds.
💡 The Fix: Focus on delegation, mentoring, and enabling teams.
Technical debt has been described in a lot of ways—a ticking time bomb, a hidden liability, a creeping rot under the surface of a product. The metaphor you choose doesn’t matter. What matters is this: if you don’t address it, tech debt will eventually slow you down, frustrate your engineers, and limit your company’s ability to scale.
In high-growth environments, it’s easy for engineering teams to get pulled in too many directions. Feature requests. Integrations. “Quick wins.” All with good intentions—but often, bad timing.
As a leader, saying no is one of your most important jobs.
Here’s how to do it without alienating stakeholders:
There’s a lot of advice out there for technology leaders about communication. We talk about storytelling, decision-making, alignment, and influence. But what often gets overlooked—especially as your org grows—is the ability to listen at scale.
When you’re leading a six-person engineering team, you hear everything. You’re in the code, in the stand-ups, in the one-on-ones. But once that team becomes fifty, or a hundred, or spread across time zones and functions? Things start to get quiet at the top—and that’s dangerous.
Data has become the lifeblood of modern enterprises, but with that comes a heightened focus on privacy and regulation. From the General Data Protection Regulation (GDPR) in Europe to state-specific laws in the U.S., companies now face an ever-evolving web of compliance obligations. I’ve witnessed firsthand how audits, regulations, and mounting legal scrutiny can derail projects—or, conversely, serve as catalysts for building a more secure, customer-friendly product.
It’s no secret that the modern workforce is evolving. Today’s teams are far less likely to share a single office than they are to be spread across time zones, continents, and cultural backgrounds. For some companies, this shift happened abruptly, while others have been on this path for years. I’ve personally managed teams that started local and then expanded globally in the span of a few short months. When I think back to that explosive growth, cloud-based collaboration tools were the game-changer that made scaling possible.
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