For some time now, I have been practising these skills by initiative. In my next role, I would like some or all of them to be my stated responsibilities.

• Engineering strategy to reconcile business goals with technical constraints
  • Finding a "3rd option" when business and tech needs seem to contradict
    • Option 1: ignore the market pressure (e.g. pause features for a while, gambling against our business experts' judgment)
    • Option 2: ignore the software developers' concerns (gambling against our engineers' judgment)
    • Option 3: this is the hard part (ask me about some "third options" I have come up with in the past)
  • Translating the strategy into actionable first steps for engineering
  • Translating the strategy into measurable targets for executives
• Technical excellence, training, and bar raising
  • Identifying gaps in our delivery, operational, and security engineering practices
  • Communicate with executives about the risk and opportunity
    • collaborate to assess whether this needs addressing now, later, or never
  • Design measurable targets and metrics to drive the improvement
  • Teach, coach, guide, review, and support engineers towards the goal
• Engineering culture — coaching collaborative, high-safety software development
  • Using established and novel techniques for working together better
  • Proactively improving the communication and collaboration
  • Providing as-needed facilitation to navigate challenging collaboration situations
• Operational excellence - reducing the frequency, severity, and duration of operational incidents by driving culture and process changes
  • By leading root causes analysis from single incidents to the system-wide forces that make it possible
    • Distinguish between emerging trends and one-off incidents to triage our improvements where they count
  • By working with engineers to improve tools and processes
  • By designing and providing training and instruction to help engineers identify and mitigate these issues before production