"Thiago Ghisi: This talk is going to be about my journey on the engineering management path over the last eight years. I'm going to go over what it took for me personally, and also in terms of organization strategy to get to an org of over 100 engineers. I was talking to a few people that this might be one of the last standing talks on the topic of scaling to 100-plus,"
"The big question that I want you all to keep in mind as I'm going through the talk is, how do we scale to 100-plus engineers, to 100-plus people, without breaking yourself and your org? How do we scale in a sustainable and strategic way that things work, things are optimized? This talk is a lot more targeted to people that are on the engineering management path, but there are a lot of lessons that staff-plus or people that are more on the tech side"
Engineering organizations can grow to over 100 engineers without breaking teams by applying sustainable, strategic scaling practices. Successful scaling requires organizational strategy, clear structure, and deliberate management decisions. Co-ownership between managers, staff engineers, principals, product managers, and business analysts distributes responsibility and preserves agility. Smaller teams taking on more work necessitate conscious role definition and coordination. Practical lessons include anticipating structural needs, investing in leadership capacity, and establishing frameworks for scaling impact. Prioritizing optimization, communication, and gradual delegation enables long-term maintainability and preserves engineering effectiveness during rapid growth.
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