On Sierra Space’s engineering team, growth begins the moment new hires join the team.
According to Chief Learning Officer Mindy Woolf, new hires take part in a comprehensive onboarding process that pairs them with buddies or mentors to help them ramp up easily. They also have access to online learning resources and in-person training opportunities through Sierra Space University, the company’s internal education hub.
“Our philosophy is to meet engineers where they are in their development journey and provide appropriate resources,” Woolf said.
At MongoDB, mentorship also plays a key role in engineers’ career growth. Senior Engineering Lead Louis Williams said that mentorship is ongoing at MongoDB, and it’s rooted in regular one-on-one meetings between managers and their direct reports.
“These meetings are not simply status updates; they’re opportunities to share feedback, coach reports through difficult decisions, and support them with learning and growth opportunities,” Williams said.
Meanwhile, at Datadog, engineers are empowered to grow through a focus on ownership, supported by leaders like Staff Engineer AJ Stuyvenberg, who gives his team members space to design and execute. This empowerment is reflected in the engineering team’s “embed” culture, which enables engineers to temporarily join another team for several weeks or a few months so they can explore different parts of the business.
“The process is lightweight and flexible, which makes it easy for people to broaden their exposure and build new skills,” Stuyvenberg said.
For engineers at Sierra Space, MongoDB, Datadog and seven other companies, growth is rooted in support, resources and opportunities to explore new engineering avenues. Read on to see what employees from each company had to say about their team’s approach to mentorship, internal mobility and leadership development.
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MongoDB’s modern database platform and integrated services are designed to empower developers and businesses to build and deploy AI-powered applications.
How do you structure mentorship and technical learning for engineers?
I built my career at MongoDB over the past nine years, from intern to individual contributor and now as an engineering manager. I learned early on that the most effective way to gain experience and grow as an engineer is “learning through doing” and viewing everything as an opportunity. I offered to do the unglamorous, ambiguous work and tried my hardest. I made plenty of mistakes, but I learned from them and maintained a positive attitude. These hands-on experiences are how we learn, grow, and succeed at MongoDB. This is why I work hard to give my team opportunities to work on challenging, impactful projects in an environment where they can safely learn from their mistakes. This culture of psychological safety is paramount.
Mentorship is ongoing at MongoDB, and it starts with regular one-on-ones with team members. These meetings are not simply status updates; they’re opportunities to share feedback, coach reports through difficult decisions, and support them with learning and growth opportunities. Our engineers are also encouraged to seek mentors from across the organization and meet with peers to discuss common challenges.
What internal mobility or upskilling programs have you launched recently?
Upskilling happens on a daily basis at MongoDB, not through one-off programs or initiatives. On my team, it’s typically through the projects that we work on. Junior engineers are given ownership of projects with increasingly wide scope and complexity, paired with more senior mentors, and supported when faced with difficult decisions. As part of each engineer’s formal development plan, I pay close attention to opportunities they need for their development and work as hard as I can to give them those opportunities.
For more senior levels, like staff engineers, team members are given ownership of large portions of the product or features beyond just implementation. They become responsible for our roadmap and provide direct input into planning, taking a step beyond simply building features and being highly trusted engineers.
This ongoing focus on upskilling and development is embedded in the engineering culture at MongoDB. It’s truly a place where you’ll be pushed to learn and grow consistently, and it’s never been a more exciting time as our engineering team builds MongoDB into the go-to data platform for production AI applications.
“It’s truly a place where you’ll be pushed to learn and grow consistently, and it’s never been a more exciting time as our engineering team builds MongoDB into the go-to data platform for production AI applications.”
How do you identify and support future technical leaders?
Over the past nine years, I’ve grown into an engineering leader role at MongoDB. Much of what I’ve learned about being a leader and supporting leaders I have learned here.
Effective leaders must be able to give clear, actionable feedback. This isn’t just the responsibility of managers. Individual contributors must be able to give feedback to peers. Giving feedback rarely comes naturally to people. I spent years developing this skill myself, and I still am.
Early on, I was given the opportunity to mentor interns. I had no challenges with the technical mentorship, but I struggled to communicate critical feedback. Luckily, our internship program held workshops for mentors to learn and practice these feedback-giving skills, giving me the confidence to have some difficult conversations and the opportunity to learn in the process. Now as a manager, I encourage my own team members to mentor interns in order to build their leadership skills, coaching them along the way.
I didn’t start my job knowing how to do any of this. I learned it all at MongoDB through leadership development programs, mentorship and opportunities to broaden my skills and experience.
Datadog’s monitoring and security platform offers various capabilities, such as AI security analysis, vulnerability management, continuous testing and cloud cost management.
How do you structure mentorship and technical learning for engineers?
At Datadog, early-career engineers get real scope and ownership from day one. They own their systems and take part in on-call, so growth is built directly into how teams operate. As a monitoring and observability company that ships fast and relies on our own tools, new engineers often ship code within their first few days. They use Datadog to monitor their changes and ensure everything runs as expected. That hands-on experience builds technical confidence and product intuition quickly.
On a personal level, I support growth by guiding engineers toward meaningful, technically challenging problems. I provide context, constraints and high-level direction, then give them space for them to design and execute. Real ownership and “skin in the game” is one of the fastest ways to grow. We also don’t separate technical decision-making from implementation. Engineers of all levels are part of design discussions, RFCs and proof-of-concept work. Beyond code reviews, our strong writing and design culture creates natural mentorship moments where senior engineers shape technical thinking and develop as mentors themselves.
“Engineers of all levels are part of design discussions, RFCs and proof-of-concept work.”
What internal mobility or upskilling programs have you launched recently?
We actively encourage engineers to explore different parts of the business in two main ways. First, we have a long-standing “embed” culture. Engineers can temporarily join another team, typically for several weeks to a few months, with manager approval. The process is lightweight and flexible, which makes it easy for people to broaden their exposure and build new skills.
Building on the success of “embeds,” we recently formalized a more structured internal mobility program that supports permanent team transitions.Engineers who move across teams bring fresh technical perspectives while maintaining strong cross-team relationships. That combination strengthens collaboration and helps us scale effectively.
How do you identify and support future technical leaders?
Because Datadog is growing quickly, leadership opportunities emerge organically. Teams often start small, focused on a specific service or project. As scope expands, teams split, creating opportunities for engineers to step into formal leadership roles. We don’t treat career growth as a single ladder. It’s more of a lattice. Engineers can move between individual contributor and people leadership paths over time. For example, I joined as an IC, then spent about 18 months managing and scaling a team. As the team matured and others stepped into leadership, I returned to an IC role and eventually progressed to staff engineer. That flexibility allows engineers to pursue different forms of leadership at different stages of their careers, whether that’s direct technical contributions, people management or both.
Sierra Space develops a wide range of defense technologies, from satellite platforms and propulsion systems to reusable spaceplanes and hypersonic technologies.
How do you structure mentorship and technical learning for engineers?
Our engineering development approach begins immediately upon hiring. We implement a comprehensive onboarding process that pairs new team members with buddies or mentors to facilitate their integration into the company. Through Sierra Space University, engineers have access to both on-demand online learning resources and in-person training opportunities tailored to their needs. We’ve developed core curriculums that establish foundational knowledge requirements, and our course catalog is organized by role profiles to help engineers identify relevant learning opportunities within their current role or explore other technical paths within the organization. Our philosophy is to meet engineers where they are in their development journey and provide appropriate resources.
“Through Sierra Space University, engineers have access to both on-demand online learning resources and in-person training opportunities tailored to their needs.”
What internal mobility or upskilling programs have you launched recently?
We’ve recently implemented a career development hub built around our architecture framework that covers all positions. The centerpiece of this initiative is a role-agnostic five-step career progression. This resource offers clear guidance on how to grow and develop within the company, regardless of current position. Additionally, we’ve established an Individual Development Planning process that helps team members strategically bridge the gap to their next career step. These tools collectively create a transparent pathway for engineers seeking upward mobility or lateral moves to broaden their technical expertise.
How do you identify and support future technical leaders?
Our approach to identifying and developing technical leadership begins with empowering each team member to articulate their career aspirations. Managers are encouraged to engage in regular discussions with their team members to understand their goals and create tailored development plans. Across the organization, we conduct talent reviews to surface strong talent. This process helps us identify both technical and soft skill gaps that need addressing to prepare engineers for leadership roles. For team members that show potential and interest in leadership, we aim to create specific readiness plans that may include specialized training, stretch assignments or mentorship opportunities. This approach helps to ensure we’re continuously developing our technical leadership pipeline.
Coupa’s AI-powered platform is designed to help organizations manage their resources more responsibly by providing visibility into where they’re spending their money, such as payments, procurement and supply chain decisions.
How do you structure mentorship and technical learning for engineers?
At Coupa, we believe the foundation of growth lies in the partnership between a manager and their team. Managers are deeply committed to helping employees identify and apply their unique skills to real-world challenges. Beyond solving on-the-job technical hurdles, we foster a culture of continuous curiosity through various internal forums and specialized communities. These platforms allow engineers to explore emerging technologies and upskill for future growth opportunities in a collaborative environment.
One of our standout initiatives is the Global Together Mentoring Program. This structured, six-month journey matches employees with mentors who provide tailored guidance on everything from deep subject matter expertise to essential soft skills. Additionally, we leverage BetterUp to provide individualized, one-on-one coaching sessions. This partnership ensures that our engineers receive personalized learning experiences that align their professional trajectory with their personal aspirations. By blending organic team-based learning with structured global programs, we ensure every engineer has the support system needed to evolve alongside the industry.
What internal mobility or upskilling programs have you launched recently?
Internal mobility at Coupa is designed to be a transparent and empowering process. We broadcast all internal job opportunities globally, encouraging anyone seeking a shift in role or responsibility to pursue their passions. We encourage a “development-first” mindset; employees maintain regular connections with their managers to build robust development plans. When a candidate is ready for a new challenge, they move through a standard hiring process to ensure the right fit, while we work closely with the original team to ensure a smooth transition and knowledge transfer.
“We broadcast all internal job opportunities globally, encouraging anyone seeking a shift in role or responsibility to pursue their passions.”
We are particularly proud of our recent initiatives to bridge the gap between roles. For example, as the SDLC landscape shifts, we have successfully enabled and transitioned many of our QA engineers into development roles. Furthermore, we recognize that modern engineering is no longer just about mastering a programming language — it’s about mastering AI-driven productivity. Through our AI Productivity Workgroup and similar forums, we provide the tools and training necessary for our workforce to leverage AI effectively, ensuring our team remains at the absolute cutting edge of industry trends and operational efficiency.
How do you identify and support future technical leaders?
At Coupa, our definition of leadership is simple: If your actions inspire others to dream, learn, and achieve more, you are a leader. We don’t wait for a title change to empower our people; employees are given the autonomy to make decisions and expand their span of influence within their current roles. We actively look for those who showcase natural leadership qualities and provide them with the visibility and high-impact opportunities they need to prove their capabilities on a larger scale.
To formalize this support, we offer several development tracks. Our Manager Development Program is designed to help current managers evolve into “supporting managers” who drive results by living our core values and deeply engaging their teams. For those poised for higher-level impact, our Accelerate and Soar program is specifically crafted for high-performing managers and directors. These programs empower our most promising talent to bridge the gap between technical management and strategic leadership, ensuring that Coupa’s future is led by individuals who are not only technically proficient subject matter experts but also deeply invested in the growth of others.
Nexthink’s digital employee experience management software is designed to help IT teams proactively detect and resolve issues across any application, device or network.
How do you structure mentorship and technical learning for engineers?
We run a yearly mentoring program, open to all employees who have been with the company for at least six months. Both mentees and mentors complete a survey, and based on this information, we manually match pairs, also consulting with managers and mentors for each match. This approach has consistently led to high-quality pairings and has been very well-received over the years.
The program lasts for four months, with the option for each pair to continue the relationship afterward if they wish. For technical learning, we maintain a curated database of resources across various topics. We also gather learning needs through group and manager meetings to identify new or specific requirements. In addition, we offer individual learning and development plans to support mid- and long-term learning goals.
What internal mobility or upskilling programs have you launched recently?
We offer opportunities for internal mobility across divisions and departments. Through individual L&D plans, we support career growth, whether that involves transitioning to a new role, team or department, or focusing on upskilling and developing deep expertise in a specific area.
We also run an ongoing soft skills program, with a strong focus on key competencies such as communication and leadership.
“Through individual L&D plans, we support career growth, whether that involves transitioning to a new role, team or department, or focusing on upskilling and developing deep expertise in a specific area.”
In addition, like many other companies, we place significant emphasis on developing AI skills within our teams. This program has been running for the past two years and is tailored to different levels of seniority and expertise.
How do you identify and support future technical leaders?
We have eight levels of expertise for software engineers, ranging from Level 1 to Level 8. From Level 4 onward, engineers become eligible to take on the role of technical leader. Most of our technical leaders are at Levels 4, 5 or 6.
Candidates for this role are typically proposed by engineering managers, although input from their teammates is also taken into account. Technical leaders have dedicated communication channels to support them in their role, and we reach out to them for specific training opportunities. They are also consulted — along with their managers — on team training needs as well as on the adoption of new tools and processes.
Headway offers a platform that allows people to search for local mental healthcare providers who accept insurance.
How do you structure mentorship and technical learning for engineers?
Every project is a growth opportunity and chance to learn something new. At a high-growth company, there’s always an interesting problem looking for an owner, so we match scope to where someone wants to stretch. We’ve also been leveraging Eddy, our AI assistant, as a new way to speed up learning new parts of the code base, new software development techniques and more!
An engineer on our team spotted a machine learning opportunity in our billing flow, and without formal ML experience, dove in. We connected him with an experienced machine learning engineer, but he pushed the problem forward and learned a lot while delivering real outcomes. The team wrote about it here.
To support continuous learning, I run dedicated career conversations with every report where performance cycles are part of that ongoing dialogue and never the beginning or end of it. At the org level, we run a formal engineering mentorship program that purposefully pairs ICs across teams so people get a voice and perspective outside their immediate bubble. It’s co-run by engineering managers and ICs and refreshed quarterly.
“At the org level, we run a formal engineering mentorship program that purposefully pairs ICs across teams so people get a voice and perspective outside their immediate bubble.”
What internal mobility or upskilling programs have you launched recently?
Across my year here, I’ve seen explosive growth on my team, with team members taking on a tech lead role, growing into a management position, and taking on the challenging senior to staff promotion. We also are big believers that you need variety and novelty in problems to grow and support moves across the org for team members chasing new domains and to cross-pollinate expertise.
With all these changes also comes a lot of hiring. We’re super intentional about the mix of levels so existing engineers have room to grow into bigger scope. This gives everyone a chance to have peers they can mentor and be mentored by, no matter their level of experience.
To help support that next level of leadership growth, we run a program for apprentice engineering managers, which is a six-month rotation leading a team and getting structured coaching, a peer group and full manager training. This opportunity is a two-way door: If at the end it isn’t aligned with your career goals, you can return to an IC role. This has been pivotal for team members to take the risk and try it out without having to fully commit. This track has grown a lot of important leaders in our company and is a core growth engine!
How do you identify and support future technical leaders?
I look for people who find problems, not just solve them — the natural curiosity and comfort with ambiguity that shows up when someone leans into cross-functional terrain, whether that’s product, infrastructure or operations. Engineers who naturally grow their peers often turn out to be the ones ready for a formal leadership role, people management or otherwise. I’m a big believer every senior-plus role requires leadership; it doesn’t always look like managing people. That’s a core part of our career ladder and why we have a fully parallel IC and EM track.
We are also intentional in building a culture where EMs are mentors and talent scouts across the whole group. My EM group meets regularly to do a talent review; an opportunity to support the team’s development goals and spot cross-group opportunities. This helps find real concrete opportunities for team members to step up and take on more ownership or drive a real outcome for the business, but with support from a sponsor. It’s one of the most rewarding parts of my job — finding the growth opportunity right at the edge of comfort and seeing team members step up, knock it out of the park, and really step into a leadership role.
Chime’s member-centric banking app and easy-to-use financial tools are designed to help consumers gain more control over their money and take action toward achieving their financial goals.
How do you structure mentorship and technical learning for engineers?
At Chime, mentorship is a formal program where mentors and mentees are matched through a structured questionnaire to align on growth areas and goals. Each mentorship cycle is intentionally designed so mentees drive the agenda, bringing focus areas while we collaboratively break them down into actionable milestones.
Beyond one-on-one mentorship, learning is embedded into our engineering culture. Engineers participate in biweekly tech talks, both as attendees and presenters, reinforcing knowledge-sharing. We also emphasize learning through execution by pairing less experienced engineers with senior engineers as secondary DRIs on projects. This creates real ownership opportunities while accelerating skill development through code reviews and hands-on experience.
“Engineers participate in biweekly tech talks, both as attendees and presenters, reinforcing knowledge-sharing.”
In my personal mentorship, I focus heavily on building strong system design fundamentals and encourage engineers to design simple, scalable and low-maintenance systems. This approach has led to measurable outcomes, including multiple mentees progressing across levels from L2 to L5 and many becoming mentors themselves.
What internal mobility or upskilling programs have you launched recently?
Chime has invested heavily in creating clarity and transparency around engineering growth through a well-defined leveling framework. Each level has clearly articulated expectations, which we use to identify skill gaps and build targeted development plans for engineers.
In my mentorship practice, I use this framework to help mentees focus on the highest impact growth areas such as system design, ownership and cross-functional influence. This ensures their efforts are aligned with promotion criteria.
For internal mobility, Chime provides structured pathways through an internal job portal and manager-supported transitions designed by our people team. Engineers can explore new roles, teams and domains while staying within the company. Over the past five years, several of my mentees and many colleagues have successfully used this process to transition into roles that better align with their long-term goals, enabling both lateral and upward growth.
How do you identify and support future technical leaders?
I identify future technical leaders by looking for signals beyond execution, including strong ownership, systems thinking and the ability to influence across teams; engineers who step up in ambiguous situations and elevate others tend to stand out early.
To support their growth, I encourage them to take on high-impact and high-visibility projects where they can lead initiatives end to end. These opportunities help them build skills in cross-functional collaboration, stakeholder management and technical decision-making. I also actively advocate for them by representing them in discussions where they may not yet have a seat and by working with leadership to create opportunities that accelerate their growth. This includes leading cross-team efforts, driving architectural decisions and gaining exposure to senior leadership.
By combining real ownership with active sponsorship, we enable emerging leaders to build confidence, expand their influence, and grow into roles with broader technical and organizational impact.
Chime banking services and debit card provided by The Bancorp Bank, N.A. or Stride Bank, N.A, Members FDIC.
Babylist’s platform enables expecting parents to create a baby registry, search for products and garner parenting insights.
How do you structure mentorship and technical learning for engineers?
I structure mentorship around peer pairing and codebase ownership. I pair each engineer with someone more senior and someone more junior. Both sides benefit. The senior engineer develops mentorship and leadership skills, while the junior engineer learns how to exercise technical judgment, make architectural decisions, and reason through code design. The reciprocity is the point — it’s not a one-way transfer.
Beyond pairing, I create regular opportunities for engineers to present technical topics to the team. Teaching out loud is one of the fastest ways to sharpen your own understanding, and it scales learning across the group. I also encourage every engineer to claim an area of the codebase to develop deep expertise in. That ownership gives them a clear domain to grow into, and it positions them to onboard and mentor new engineers into that area over time.
“Teaching out loud is one of the fastest ways to sharpen your own understanding, and it scales learning across the group.”
What internal mobility or upskilling programs have you launched recently?
AI is the defining skill shift of the last few years, and I’d argue effective AI use is one of the most important capabilities an engineer can build right now: how to work with AI tools, orchestrate agents, and integrate them across the software development lifecycle.
On my team, we ran a series of pilots starting with agentic IDEs, then expanded into orchestration tools more recently. The pilots themselves are the upskilling mechanism. Engineers get hands-on exposure to new tooling, and the patterns of who adopts quickly, where workflows break down and what unlocks productivity become findings I share back to managers and the broader engineering org. That feedback loop matters as much as the tools themselves.
How do you identify and support future technical leaders?
I look for three signals: sound judgment, proactivity and the instinct to push the organization forward rather than wait for direction. Those traits show up well before someone has a formal leadership title.
From there, the work is intentional career conversations. I want to know whether someone is targeting staff or management and, increasingly, how they see their path evolving as AI reshapes what those roles look like. That last part matters more than it used to. Some traditional career ladders are being redefined in real time, and engineers need a thought partner to help them figure out where they fit.
Once I understand the path someone is on, I can match them to stretch opportunities that build the specific skills they’ll need next. This is where the leverage compounds: When an IC is genuinely motivated by their own growth trajectory, they self-direct toward it. My job shifts from pushing motivation into clearing obstacles and creating exposure.
Squarespace’s platform enables brands and organizations to build websites and promote their businesses through email marketing, SEO tools and more.
How do you structure mentorship and technical learning for engineers?
I believe strong mentorship and technical learning work best when a team has a balanced mix of experience. That creates clear opportunities for junior engineers to learn from more experienced teammates, while giving senior engineers meaningful opportunities to mentor and expand their impact.
As engineers grow into more senior roles, I intentionally create mentorship opportunities for them. I believe mentorship is valuable for the mentor, not just the mentee. Teaching is one of the best ways to deepen your own understanding, reinforce good technical habits, and grow as a leader. On our team, mentorship often looks like having a dedicated person to go to for questions, onboarding support, pair programming or whiteboarding sessions, PR reviews, guidance on architecture docs and feedback on work breakdowns.
Beyond learning through execution, code review and iteration, we also make space for shared technical learning as a team. We have a weekly forum to talk through technical challenges, align on solutions, and share knowledge from recent work, whether that’s something new someone learned, a design decision worth discussing or lessons from something that did not go as planned.
What internal mobility or upskilling programs have you launched recently?
I really value creating an environment where engineers can grow in different directions over time. Internal mobility is an important part of that. At Squarespace, engineers have the flexibility to explore opportunities on other teams when there is a strong fit, and managers work together to make those transitions as seamless as possible.
“At Squarespace, engineers have the flexibility to explore opportunities on other teams when there is a strong fit, and managers work together to make those transitions as seamless as possible.”
On the upskilling side, a major recent focus has been helping engineers thoughtfully incorporate AI into their day-to-day work. We’ve encouraged experimentation with new tools as part of the development workflow and created space for engineers to share what’s working, what isn’t and where these tools are most effective. That shared learning has helped the team build fluency quickly while also being intentional about where AI adds real value. I believe upskilling works best when it is built into everyday team culture rather than treated as a separate activity.
How do you identify and support future technical leaders?
In my experience, future technical leaders are usually the people the rest of the team already trusts and naturally looks to. They are strong in their domain knowledge and consistently deliver high-quality work, but what really sets them apart is how they elevate the people around them. These are the people who are always lending a hand, giving actionable feedback, improving team processes and proactively sharing knowledge. They also tend to be strong communicators, keeping stakeholders informed, surfacing blockers early and, most importantly, creating space for different voices on the team to be heard.
To support future technical leaders on the team, I focus on understanding where they want to grow and making sure they have the right opportunities to get there. That might mean giving them ownership of a large cross-functional initiative, creating opportunities to mentor others or supporting them in a team lead capacity if they are interested in management. The key is pairing clear feedback with intentional stretch opportunities so they can build leadership skills through real experience.
ARB Interactive builds social gaming and sweepstakes experiences that reach consumers across the United States.
How do you structure mentorship and technical learning for engineers?
Mentorship is an expectation across our entire engineering org, with our senior engineers leading from the front. We deliberately keep the structure natural and light; our two-pizza team model creates the kind of tight-knit environment where mentorship happens organically and teams grow together.
Technical learning follows a balance of two parts: Engineers develop deeply through the projects they tackle day to day, supported by a curated set of learning resources tailored to each level, comprising books, courses and certifications. Every engineer receives a learning stipend and dedicated time to deepen their skills, particularly in less familiar domains. For example, AWS certifications are a core focus. Stronger infrastructure knowledge enables our engineers to deliver meaningfully across the full stack and strengthens their overall skillset.
What internal mobility or upskilling programs have you launched recently?
As a smaller engineering org, mobility is one of our biggest advantages. We actively encourage engineers to explore moving between teams, particularly once they’ve grown comfortable within a given domain. Switching teams exposes engineers to new problem spaces and broadens their product knowledge, ultimately shaping them into stronger, more well-rounded, product-focused engineers. It also strengthens the org as a whole, giving us a more versatile team that can flex to meet shifting priorities and tackle challenges from multiple angles. A recent focus has been clearly defining the technical versus management tracks that senior-plus engineers face. We want to give engineers a choice between either track, rather than forcing somebody into a management track when they’d rather be focused on deep technical work as a staff engineer.
“We actively encourage engineers to explore moving between teams, particularly once they’ve grown comfortable within a given domain.”
How do you identify and support future technical leaders?
We look for engineers who demonstrate strong communication, a clear sense of ownership and a willingness to step up when the team needs it. Equally important is cross-functional engagement, whether that’s collaborating across engineering teams or working closely with stakeholders outside of engineering. Once we’ve identified those ready to step into an engineering lead or management role, we bring them into deeper leadership discussions early to help them build context and confidence. At our upcoming onsite in Miami, a few of these future leaders will be joining the engineering leadership team to get a feel for the role and explore the next step in their careers.
