Technical Leadership
Leading engineering teams, architecting solutions, and driving technical strategy while mentoring other developers.
From Fake Authority to Real Impact
Leadership started as complete bullshit for me. At GENI, I had the title but zero real authority and even less experience. What followed was a journey through real-world situations where leadership wasn't about titles—it was about making things happen and helping people grow.
The Early Days
First Tastes of Leadership
Montgomery, Alabama: Setting up demo sites. St. Louis, Missouri: Managing fulfillment center teams. Washington DC: Establishing engineering offices. Not glamorous, but real situations where people had to listen and things had to happen.
Early Lessons
- • Authority comes from competence, not titles
- • Real leadership happens in unglamorous moments
- • Making things happen matters more than being in charge
The Enova Premier Laboratory
Enova Premier gave me my first legitimate leadership lab: four direct reports and actual business consequences if I screwed up. This is where I developed what became my core leadership philosophy, tested it under pressure, and watched it work in the real world.
Matthew Bodner
Systematically developed from observer to full software engineer. Went on to work with the director and build a successful career.
Jonathan Dixon
From basic plant IT to Python development. Now writing code for corporate MES systems.
Philip Knight
Expanded programming experience with broad IT knowledge. Became highly effective across multiple domains.
The Non-Negotiable Rule
If I had to tell you what to do, you weren't doing your job.
This wasn't philosophical—it was ruthlessly practical. We hired on contract, and if people couldn't figure out what needed doing, they didn't stay. Only kept about half the people we hired, but ended up with a team of highly capable self-starters who got work done without micromanagement.
Beyond the Org Chart
Leadership kept showing up in unofficial ways: Managing business owners at StoryWood, becoming the implicit technical authority at Funnel Cloud, building and managing teams at Desert First Cleaning.
The Pattern
Whether official or unofficial, the same principles worked: Set clear expectations, give real responsibility, support growth, and maintain high standards. The titles didn't matter—the results did.
What Actually Works
Focus on Personal Growth
Help people accomplish something that benefits them personally. When people see you're invested in their success, they put in the work.
Clear Standards
Set clear expectations and stick to them. This isn't cruel—it's honest, and it creates high-performing teams.
Real Responsibility
Give people important work and support them while they figure it out. The fastest way to develop someone is through meaningful challenges.
Maintain Standards
Be willing to cut people who don't meet the standard. This protects the performers and sends a clear signal about expectations.
The Result
Teams that manage themselves, people who grow into roles they never thought they could handle, and business results that speak for themselves. Leadership isn't about having authority—it's about creating conditions where people can succeed and then getting out of their way.
Key Learnings
Help people accomplish something that benefits them personally
If you have to tell people what to do, they're not doing their job
Give real responsibility, not busy work
Be willing to maintain high standards through tough decisions