7 articles in Engineering Leadership
AI agents and offshore teams break in exactly the same way. They are execution accelerators, not thinking substitutes. The work that doesn't compress — specs, architecture, test design, critique — is the work you have to keep in-house. Outsource the typing. Keep the thinking.
In most teams, every architecture decision, every risky PR, and every onboarding conversation routes through three or four senior engineers. That is not seniority — it is a single point of failure. Here is how to move that judgment out of their heads and into the workflow.
AI didn't take your job. It exposed it. The work was never typing characters into an editor — it was translating ambiguous business intent into something that adds value to users. Code was always the byproduct. The translation was always the work.
Engineering resistance to AI tools is not a change management problem. Every complaint maps to a specific missing prerequisite. Here is how to read the resistance as a diagnostic — and the five-stage sequence that resolves it.
Median time from PR opened to first review is 22 hours. That is not review effort — it is system latency. Here is what it costs, why it happens, and what elite teams do differently.
Most founders evaluate engineering vendors on story points and velocity. Neither metric predicts whether software reaches customers. Here are the four questions — no technical background required — that reveal everything.
Most developer tools fail adoption not because they're poorly built, but because they're designed from the wrong starting point. Here's how Jobs-to-be-Done thinking explains why engineering tools succeed or sit unused — and what it reveals about AI adoption.