From the Desk of Nylas' Co-Founder and CTO From 2 to 200: Best Practices and KPIs for Hyper-Growth Technical Teams
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From the Desk of Nylas' Co-Founder and CTO From 2 to 200: Best Practices and KPIs for Hyper-Growth Technical Teams
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Whether you just raised a bunch of capital, closed a huge customer, or are expanding your global footprint, one thing all hyper-growth companies have in common is the need to scale their product and engineering organizations. But seamlessly transitioning from a small and scrappy team to a well-oiled enterprise-level organization doesn’t happen overnight. It takes strategic planning, ongoing communication, goal setting, and continued investment in team and company culture. In this session, Nylas Co-Founder & CTO, Christine Spang will discuss the impacts and best practices for successfully scaling engineering teams. She’ll highlight how to think about priorities, metrics, and KPIs that align with the size and growth of your organization and business.
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From the Desk of Nylas' Co-Founder and CTO From 2 to 200: Best Practices and KPIs for Hyper-Growth Technical Teams
- From 2 to 200 Best Practices and KPIs for Hyper-Growth Technical Teams Christine Spang Co-Founder & CTO Nylas @spang
- Software is Eating the World Engineering teams are the ones building software So how do I build a great engineering team?
- Today We’ll Talk About Building a great company and organizational culture Importance of org structure and specialization Goal setting and measuring success
- Culture
- Building and Scaling a Great Engineering Team Starts from the Top
- Open Communication Ownership Psychological Safety Personal Growth Collaboration Outcome Oriented Components of a Great Culture Impact and Results Driven!!
- Less friction = More innovation Engineers Want to Build Cool Things
- 63% of senior executives admitted that the shortage of software engineers remains an area of great concern. Gartner
- Impact and growth potential > compensation and benefits Find out what makes your team special and tell that story
- Org Structure and Specialization
- Why is Org Structure Important? Ideal team size: Between 4-10 people Engineering org structure affects collaboration with go-to-market teams
- Specialization Who are specialists and when to bring them in? -SDET -PM -SRE -Data Engineers Bridge the gap between highly technical implementation and the needs of the customer
- Measuring Success
- How Do I Define and Track Success Metrics?
- Goal Setting Example Vision: Nylas is strong at delivering new features and value for our customers Objective: Build a new cost effective and high-performance solution for enterprise customers Key Result: Increase our sync performance by 100x Key Result: Scale the architecture and migrate 400k accounts
- KPIs and Key Metrics Revenue Impact: New revenue/adoption directly attributed to the project Performance Impact: P90 latency across API endpoints, queue wait or execution times for async tasks Inbound Funnel Impact: Increase in sign ups, leads, decrease in conversion times Reliability Impact: Increased uptime, change in support ticket volume, better resolution times Cost Impact: Cost of build time, infrastructure spend, impact on sales velocity, customer adoption
- Key Takeaways
- Three Things I Can Bring Back to My Team 1. You need a strong culture to hire and retain talent. 2. Communication breaks down first when scaling. The right org structure can help! 3. To stay aligned as you grow, set clear goals using OKRs.
- THANK YOU
Editor's Notes
- Inverted pyramid showcasing how it all starts with building a great team
- Great leaders make a great team. They set the tone. They set the culture, the org structure, and they determine what success looks like. Quote: Simon Sinek, author of Start With Why: How Great Leaders Inspire Everyone to Take Action
- Optimize culture to allow engineers to build cool things. Remove barriers and allow them to innovate
- Engineers have leverage, but don’t confuse that with holding people accountable for their results Quote: Simon Sinek, author of Start With Why: How Great Leaders Inspire Everyone to Take Action
- Startups can’t win on comp and benefits alone, own bigger pieces of what a company is doing, larger personal growth potential Help people get a window into what it is like to work at your company and on that particular team
- Communication breakdowns, information sharing, tribal knowledge when employees leave, lightweight processes
- SDET, PM, SRE, Data Engineering