Philosophy

When I meet team members for the first time, I ensure that they realize that I'm here to know the person first, and the employee second. To that end, my first one-on-one with any team member is an informal chat where I get to know them as individuals, outside of the context of work, and begin to build that foundation of trust. It's a small thing, yes, but in my experience, it's made a significant difference in the direction I'm able to take my team, and the velocity at which I'm able to do it.

In my opinion, this foundation of trust is everything! We've all had leaders with which we were perfectly cordial. This leads to a pleasant work environment, but "cordial" does not a growth experience make. On the other side of the spectrum, a leader who insists on forging a hardened team through pressure alone will likely see results, but only to a certain extent. Worse, it inevitably fosters a level of mistrust and resentment.

Building from a place of trust allows us to cultivate both sides of this spectrum. We find ourselves with a team who is able to be vulnerable, knowing that they're in a safe space. And in that same breath, we find ourselves with a team who is willing to voice the hard opinions, not just the pleasantries, knowing that we will hear the intent behind each other's words and not take it personally.

My team comprises the future of the organization of which we are a part. Ultimately, I will not find success unless they succeed first. I support this by showing up however is needed, whether that means lifting them up, challenging them, or even getting out of their way entirely.

I want my team to know what they can expect of me as a leader. To this end, our second one-on-one, while primarily focused on them, concludes with me sharing my "Who I Am" document ↗ , which I pin in our chat for reference. I make it a point to refer back to this document often, especially when asking my team for feedback of my own leadership. In my experience, it's been a great way for my team (and myself) to keep me accountable.

I know that I don't know everything. I don't pretend to have all the answers for my team, and I challenge my team to find the answers within themselves via coaching questions and guidance. I also make it a point to build my team members' networks and encourage them to do the same, often tying a goal to building a network of individuals outside of our department. As engineers, our focus is so frequently on technical execution, and the depth of what one knows as it pertains directly to one's role. Guiding my team through these same network experiences and expectations helps open our eyes to the broader context in which our work exists.

Finally, I know that even what I do know now is subject to change in the coming years, months, and even weeks. This page was last updated in October 2026. If this date goes too long without changing, there's a good chance I owe it to myself to come back and reflect on if everything here remains true for me.