Clockworks Analytics’ Post

Three quick reasons why you should consider this role if you are looking for something new: Firstly, working for Shawn I’m sure would be amazing; he’s a wonderful person, with loads of experience and knowledge he is always willing to share. Second, you get to work with Monica as your grand-boss in our awesome DX organization. She’s such an amazing human being and truly a paragon of leadership. Finally, you get to work with some of the hardest working and talented engineers I’ve ever seen. Folks like Antoine, Artur, and Michael are the exact kind of team members a manager wants, and you will learn so much from talent like them.

#Immediate requirememt #Hiring for below position Position: Senior Engineering Project Manager Location: Grand rapids, MI (Day 1 Onsite) Duration: Long Term Visa: Open Roles and Responsibilities • Lead execution of multiple New Product Introduction (#NPI) and New Technology Introduction (#NTI) projects. • Organizes, motivates, and guides cross functional engineering teams towards completion of project goals within constraints given. • Defines the engineering scope statement and work breakdown structure for the project in collaboration with the #program #manager (PM) and project stakeholders. • Forecast resource requirements for project execution and delivery. • Engages with functional organizations to ensure project is adequately resourced. • Manage and report on technical performance, project budget, schedule, scope, and risk. • Build relationships with support functions across the matrix organization to achieve results. • Manage and coordinate internal- or external- driven scope change requests. • Support engineering response effort for customer and internal B&P requests. • Recommend creative approaches to meet the technical and project requirements. • Establish and maintain relationships with internal and external stakeholders to ensure that customer requirements are understood and being achieved. • Provide support to the PM in all engineering aspects of external customer interaction, including change liability and cost negotiation, scope, and schedule negotiation. • Drives pro-active risk mitigation activities to minimize project impacts. • Develop action plans to anticipate and respond to problems. • Assure proper documentation of technical data is generated for the assigned projects and is consistent with engineering policies and procedures. • Monitor and communicate project status, business issues, and significant developments. • Lead the project in key stakeholder reviews, including internal program or business reviews, and external customer reviews. • Streamline engineering processes to cost effectively execute advanced product Share profiles with LinkedIn URL Nick Adam nick@qwiktechy.com #ProjectManagement #EngineeringLeadership #NewProductIntroduction #CrossFunctionalTeams #RiskManagement #StakeholderManagement #ResourcePlanning #TechnicalLeadership #ProcessOptimization #EngineeringProjectManagement #Urgent #immediate #Important

The best individual contributor is the worst engineering manager. Over the past 10 years, I’ve seen companies making the same mistake over and over again. You need an engineering manager. Naturally, you think of your best developer. You talk to them and they seem excited. You make the transition without setting clear expectations. The day-to-day of the developer changes. Too many meetings. Context switching. The role changes, yet developers still try to stay equally productive as individual contributors. The result? Burnout. You take your highest-performing engineer and expect the team’s performance to increase. Instead, you get a bad manager and reduced development capacity. How can you do this better? 1. Consider people that thrive with other people, instead of individuals that enjoy individual contribution. 2. Craft a JD with all requirements and responsibilities to set clear expectations. Your engineering manager should manage, not develop. 3. Communicate the scope of the new role, changes, and expectations. Empower the candidate to decide whether this is the right career direction for them or not. Comment if you were ever promoted or promoted someone without clear expectations. I’d love to hear about your experience.

Bad software quality, uncompetitiveness and disappointing results isn't cured by doing more of the same. More processes, more controls, more focus on the wrong things isn't helpful. A very powerful leverage point mostly unexploited by management is the fluency in design engineering. What do I mean by that? Actively (re-)designing *towards* desired: - levels of benefits - levels of qualities (in plural!) - levels of resource consumption Good news. You don't have to be a technical manager to improve things. Great news. You'll provide MASSIVE value as a manager if you can help your organisation to improve: 1️⃣ How clearly design objectives & solutions to reach them are communicated 2️⃣ How quickly faulty assumptions behind the objectives are discovered 3️⃣ How early you can detect insufficient/bad solution designs The more fluency, the more competitiveness. That simple. Nail this and you'll be in a good place! --- 🙌 Best news? Well, starting from March I've got a few openings for leaders looking for a shortcut to leveling up their game as product engineering leaders. Shoot me a DM for details. #engineeringmanagement #softwareengineering #productdevelopment

#hiring Lead Engineer - Program Management, Cincinnati, United States, fulltime #jobs #jobseekers #careers #Cincinnatijobs #Ohiojobs Apply: https://lnkd.in/gM2NdXsJ Job Description Summary Drives initiatives to improve the effectiveness of the Engineering function and interfaces with other functions to provide effective coordination of metrics, dashboards, functional processes, and cross-functional initiative coordination. Responsible for departmental operations planning/execution or is focused on execution of professional activities within a technical discipline. Functions with some autonomy but guided by established policies or review of end results. The job allows modification of procedures and practices covering work as long as the end results meet standards of acceptability

Think Like a Software Engineering Manager From the Editor's web site: Unlock your full potential as an effective, efficient, and inspiring leader, and be the software engineering manager that your team deserves! Most development teams are only as good as their leader. In this practical guide, you’ll explore all aspects of the software engineering manager’s job, from operational practices to the core skills of handling humans. Think Like a Software Engineering Manager is full of all the skills you’ll need to thrive in software leadership, including:    People and performance management    Empathy and feedback    Delegation and learning to let go    Hiring amazing engineers and handling attrition    Collaborating with cross-functional partners    Managing expectations at all levels    Implementing engineering and operational excellence    Time and organizational change management Experienced team leader Akanksha Gupta helps you explore whether software engineering management is the right move for your career, guides you through preparing for the position, and gives you all the tools you need to thrive in the role. Thought-provoking exercises help you apply what you learn to your daily professional life, and prepare you for making the big decisions about software. https://lnkd.in/dA8gihaA

As someone who started as an applications engineer and, in my heart, still remains one, I've had the privilege of working in and leading these teams in various roles. Today, I want to share why customer-facing applications development teams are so vital to the success of capital equipment manufacturing. In capital equipment manufacturing, customer-facing applications development teams are not just crucial—they drive both external success and internal cohesion. As the tip of the spear for sales, these teams turn complex solutions into clear, compelling value propositions that resonate with customers. From an internal organization point of view there are a couple of roles these teams satisfy, (a) serve as "Customer 0" testing and validating products in real-world scenarios. They push equipment to its limits, identifying and resolving edge case failures early, preventing issues from becoming entrenched in the product, (b) act as the organizational glue, connecting departments like sales, marketing, engineering, production, and logistics. This cross-functional collaboration ensures alignment towards delivering high-performance equipment that meets customer needs. From an external to the organization point of view there are a few other roles: (a) Customer Understanding and Innovation: On the front lines, these teams engage directly with customers, gathering crucial feedback to drive continuous improvement and innovation. This deep insight ensures that products meet evolving industry demands, leading to higher satisfaction and loyalty. (b) Fostering External Collaborations: They also forge and maintain external partnerships, helping customers solve specific challenges while collaborating with other manufacturers and suppliers to push the industry’s technological roadmap forward. (c) Building Trust for Long-Term Success: Trust is the foundation of any successful long term relationship. These teams excel at building it over time, nurturing internal advocates within customer organizations who champion products and ensure long-term loyalty and return business. In an industry with high technical demands, customer-facing applications development teams are indispensable. They help companies meet immediate customer needs while preparing for future challenges. Serving as both the tip of the spear and the organizational glue, these teams are true game-changers in capital equipment manufacturing. 𝐈𝐟 𝐲𝐨𝐮'𝐫𝐞 𝐚𝐧 𝐞𝐧𝐠𝐢𝐧𝐞𝐞𝐫 𝐨𝐫 𝐬𝐜𝐢𝐞𝐧𝐭𝐢𝐬𝐭 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐚𝐛𝐨𝐮𝐭 𝐛𝐞𝐜𝐨𝐦𝐢𝐧𝐠 𝐚𝐧 𝐚𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬 𝐞𝐧𝐠𝐢𝐧𝐞𝐞𝐫, 𝐨𝐫 𝐢𝐟 𝐲𝐨𝐮 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐝𝐞𝐯𝐞𝐥𝐨𝐩 𝐚𝐧 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐚𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 𝐭𝐞𝐚𝐦, 𝐥𝐞𝐭'𝐬 𝐜𝐡𝐚𝐭. 𝐈'𝐝 𝐥𝐨𝐯𝐞 𝐭𝐨 𝐜𝐨𝐧𝐧𝐞𝐜𝐭 𝐚𝐧𝐝 𝐬𝐡𝐚𝐫𝐞 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬! #CapitalEquipment #CustomerSuccess #CustomerExperience #ProductDevelopment #Collaboration #LongTermSuccess #ApplicationsDevelopment #TechLeadership

"Are your engineers meeting your customers?" They should be. In my many years as an engineering manager, I've seen the magic that happens when engineers directly interact with customers. It gives them a first-hand understanding of the problems they’re solving, and who they’re solving them for. The result? A product that’s not just technically sound, but which resonates with the people using it. I’ve seen how engagement with customers defuses tension and fosters understanding. It also empowers your team, giving them a sense of ownership and purpose. Remember, engineering isn't just about solving technical problems. It's about providing real, valuable solutions to your end users. So, start breaking down those barriers. Encourage your engineers to interact with your customers. Let them hear customer stories, understand their pain points and aspirations. When your engineers know who they’re building for, they’re not just coders. They're problem solvers. If you got value from this, please follow me! I write daily about engineering management, team dynamics, and processes needed to build engaged and successful teams. #EngineeringManagement #CustomerExperience #SoftwareEngineering #TeamDynamics

Early in my career as an Engineering Manager, I often fell into the trap of being solely technical, leaving customer relations to the product team. This narrow mindset saw me obsess over tactical technical difficulties, oblivious to the exciting world of business strategy. Fast forward to now, I've discovered the importance of embracing 'Customer Love' - an understanding that goes beyond the saying 'the customer is always right'. It's about fostering direct engagement with customers, understanding their needs, and ensuring our tech solutions truly serve them. We transformed by prioritizing the customer's voice in our decision-making processes, which involved direct engagement through site visits, shadowing customer support, and regularly syncing with the sales and marketing teams. This approach has been a game-changer. It not only empowers our engineers but also enables better ground decisions, fostering a more successful product that our customers genuinely love. If you got value from this, please follow me! I write daily about engineering management, team dynamics, and processes needed to build engaged and successful teams. #CustomerLove #EngineeringManagement #TechLeadership #ProductDevelopment ----------------------------------- Check out the full article at https://lnkd.in/gWqhKGMa