The best engineering managers are often invisible. Not because they’re absent, but because they’ve created an environment where the team doesn’t need constant intervention.
My philosophy centers on removing obstacles, providing context, and trusting people. Senior engineers don’t need micromanagement—they need clarity on priorities, support when blocked, and autonomy to solve problems their way.
The hardest part isn’t technical decisions. It’s navigating ambiguity, balancing short-term pressures with long-term health, and knowing when to push back on unrealistic timelines. Good management is about sustainable pace, not heroic sprints.