# Tech Lead Published articles for Tech Lead. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## A Case for Time Tracking: Data Driven Time-Management DevFeed: [A Case for Time Tracking: Data Driven Time-Management]() Original publisher: [Read original article]() Author: Khan Academy Published: 2016-08-08T22:00:00Z Content type: opinion Language: en Sources: [Khan Academy]() Topics: [Google Calendar](), [data](), [Development](), [Tech Lead]() Tags: [data](), [developer](), [engineering](), [google](), [news](), [tech-lead](), [time-management](), [time-tracking](), [web-frontend]() ### AI overview The author describes tracking all work activities as personal Google Calendar events. They argue that the resulting data provides a clearer view of how time is spent and helps inform decisions, productivity, and confidence about work. ### Source excerpt By Oliver Northwood Tl;dr: Time-tracking everything I do in Google Calendar has made me happier, more productive, and ... Read more ## Beyond the data: what a Business Analyst does at Nubank DevFeed: [Beyond the data: what a Business Analyst does at Nubank]() Original publisher: [Read original article]() Author: Nubank Editorial Published: 2026-09-15T12:14:41Z Content type: opinion Language: en Sources: [Nubank]() Topics: [Data analysis](), [decision-making](), [dashboards](), [Tech Lead](), [User Experience](), [Finance]() Tags: [analysts](), [business-analyst](), [dashboards](), [data](), [data-analysis](), [data-analytics](), [data-science-machine-learning](), [decision-making](), [experimentation](), [meetings](), [tech-lead](), [user-experience]() ### AI overview This article explains how Business Analysts at Nubank connect data analysis, business context, and experimentation to product decisions. It describes their work in multidisciplinary squads, including investigating metrics, evaluating trade-offs, and making decisions under uncertainty. ### Source excerpt Understand how Business Analysts at Nubank use data, context, and experimentation to guide product decisions. The post Beyond the data: what a Business Analyst does at Nubank appeared first on Building Nubank. ## Beyond the data: what a Business Analyst does at Nubank DevFeed: [Beyond the data: what a Business Analyst does at Nubank]() Original publisher: [Read original article]() Author: Nubank Editorial Published: 2026-09-15T12:14:41Z Content type: opinion Language: en Sources: [Nubank]() Topics: [Data analysis](), [decision-making](), [context](), [Tech Lead]() Tags: [adoption](), [business-analyst](), [data](), [data-analysis](), [data-analytics](), [data-science-machine-learning](), [decision-making](), [manager](), [tech-lead](), [user-experience]() ### AI overview A first-person account of the Business Analyst role at Nubank, describing how BAs connect data analysis, context, and experimentation to product and business decisions. The article emphasizes clarifying trade-offs, investigating metrics, and collaborating with product and technical roles. ### Source excerpt Understand how Business Analysts at Nubank use data, context, and experimentation to guide product decisions. The post Beyond the data: what a Business Analyst does at Nubank appeared first on Building Nubank. ## How to Prepare Technical and Past-Experience Stories for Big Tech Interviews DevFeed: [How to Prepare Technical and Past-Experience Stories for Big Tech Interviews]() Original publisher: [Read original article]() Author: Prasad Rao Published: 2026-09-10T14:21:51Z Content type: tutorial Language: en Sources: [Big Tech Careers]() Topics: [Tech Lead](), [digital]() Tags: [career](), [developer](), [hiring](), [interviews](), [services](), [skills](), [tech-lead]() ### AI overview This article explains how technically strong candidates can prepare for Big Tech interviews by developing an elevator pitch, multiple technical stories, and adaptable past-experience stories. It emphasizes demonstrating decision-making, trade-offs, collaboration, ownership, and impact. ### Source excerpt You may know the technical answer but can you make the interviewer remember your impact? ## Cypress Ambassador Spotlight: Marcelo Costa DevFeed: [Cypress Ambassador Spotlight: Marcelo Costa]() Original publisher: [Read original article]() Published: 2026-09-03T16:46:28Z Content type: article Language: en Sources: [Cypress Blog]() Topics: [Cypress](), [Testing](), [Automation]() Tags: [ambassador](), [automation](), [community](), [cypress](), [qa](), [tech-lead](), [testing]() ### AI overview This Cypress Ambassador Spotlight introduces Marcelo Costa, a QA Automation Engineer and mentor who shares testing knowledge through community support, articles, and talks. He discusses helping Cypress users, favorite features such as cy.intercept and cy.session, testing practices, and a professional milestone involving a new tech stack. ### Source excerpt Welcome back to our Ambassador Spotlight series! Here, we celebrate the incredible individuals within the Cypress community who go above and beyond, sharing their expertise through insightful blogs, engaging talks, and everyday support. Discover more about our Ambassador program here. This week, we introduce Marcelo Costa, a dedicated QA Automation Engineer and mentor known for tackling real-world testing challenges and sharing those solutions with the world. Join us as we explore what inspired ## Why Engineering Player-Coach Roles Are Becoming More Demanding DevFeed: [Why Engineering Player-Coach Roles Are Becoming More Demanding]() Original publisher: [Read original article]() Author: Gregor Ojstersek Published: 2026-08-31T13:41:33Z Content type: opinion Language: en Sources: [Engineering Leadership]() Topics: [Tech Lead](), [Artificial Intelligence]() Tags: [engineering-manager](), [team-lead](), [tech-lead]() ### AI overview An opinion article argues that engineering leaders are increasingly expected to combine leadership responsibilities with hands-on technical work. It defines player-coaches as people who set direction, support teams, and also perform senior-engineering work such as coding, specification work, incident resolution, and prototyping. ### Source excerpt Engineering Manager, Team Lead, Tech Lead, and Architect roles are becoming harder than ever, but the problematic part is that many people don't understand that and don't give the deserved credit. ## A universal interface: How QuintoAndar made ClickHouse plug-and-play with managed Postgres DevFeed: [A universal interface: How QuintoAndar made ClickHouse plug-and-play with managed Postgres]() Original publisher: [Read original article]() Author: ClickHouse Published: 2026-08-27T00:00:00Z Content type: article Language: en Sources: [ClickHouse Blog]() Topics: [clickhouse](), [data](), [Cloud](), [Kafka](), [databricks](), [API]() Tags: [api](), [clickhouse](), [cloud](), [data](), [databricks](), [house](), [latency](), [low-latency](), [tech-lead]() ### AI overview QuintoAndar rebuilt its customer data platform on ClickHouse Cloud, consolidating roughly 900 million monthly events from 14 million users and serving about 300 million API requests. The team replaced separate low-latency and batch-processing pipelines by writing events directly to ClickHouse. ClickHouse Managed Postgres provided compatibility with Hightouch and other Postgres-compatible tools. ### Source excerpt QuintoAndar unified ~900 million monthly events in ClickHouse Cloud and used ClickHouse Managed Postgres to make that data accessible to Hightouch and any Postgres-compatible tool. ## Middle management roles are also a trap. DevFeed: [Middle management roles are also a trap.]() Original publisher: [Read original article]() Published: 2026-08-08T14:00:00Z Content type: opinion Language: en Sources: [Will Larson - Irrational Exuberance]() Topics: [Tech Lead](), [engineering-culture](), [Software Engineering]() Tags: [engineering-management](), [organizational-culture](), [software-engineering](), [tech-lead]() ### AI overview The article argues that middle-management roles can be a poor path to becoming an executive. Although these roles develop skills such as stakeholder balancing, process design, and resource allocation, the author says line-management roles provide better opportunities to develop domain expertise, execution, and organizational culture. ### Source excerpt Six years ago, I wrote Tech Lead Management roles are a trap. My argument then was that TLM roles present themselves as easier than moving into a full management role, but the tension between doing the software engineering and engineering management aspects of the role made being a TLM a much harder first management role than a pure engineering management role. I still agree with that post, and I have some additional bad news to share: middle management roles are mostly a trap as well, if you goal is to become an executive. The core aspects of middle management roles are: Balancing between top-down executive, lateral stakeholder, and bottom-up team pressure, e.g. keeping morale up as an organization deprioritizes last year's big initiative Defining and operating an organization's process, e.g. creating career ladders and interview loops Competing for a share of fixed organizational resources (e.g. budget) and allocating acquired resources These are all extremely important skills to be an effective executive, and they make up the bulk of The Engineering Executive's Primer, but they are insufficient to make you a great executive. If you don't have them, you will be a deeply flawed executive, but even if you're an expert at them, you can still be a terrible executive. That's because the most important skills of an effective executive are the same exact skills that make an excellent line manager: developing domain expertise, driving execution (including setting pace), and translating both of those into an organizational culture that extends beyond you (in any of innumerable different ways). All of them are more easily practiced and mastered as a line manager than as a middle manager. Most middle management roles make practicing those skills difficult, and sometimes negatively select against developing them. As a middle manager, if you drive execution too closely, you might get told off as a micromanager. As a middle manager, if you go too deep on domain expertise, you m ## How a Tech Lead Encouraged Testing in Legacy Code DevFeed: [How a Tech Lead Encouraged Testing in Legacy Code]() Original publisher: [Read original article]() Author: Valentina Jemuović Published: 2026-08-04T06:02:15Z Content type: opinion Language: en Sources: [Optivem Journal]() Topics: [Test-driven development](), [legacy](), [clean-code](), [Template](), [Software Engineering]() Tags: [clean-code](), [legacy-code](), [tdd](), [tech-lead](), [training](), [unit-tests]() ### AI overview This opinion article recounts how an engineering leader struggled to introduce testing and clean-code practices across multiple companies. As a Tech Lead, the author created a testable Clean Architecture template, recruited developers who valued quality, built an initial module, and trained the team to use the approach. ### Source excerpt "We don't have time to write the code twice." ## Why Technical Program Managers Matter as AI Reshapes Engineering Teams DevFeed: [Why Technical Program Managers Matter as AI Reshapes Engineering Teams]() Original publisher: [Read original article]() Author: Dean Hume Published: 2026-06-29T10:27:25Z Content type: opinion Language: en Sources: [Dean Hume]() Topics: [structure](), [Artificial Intelligence](), [Tech Lead](), [Software]() Tags: [ai](), [article](), [engineering-management](), [game-development](), [software](), [teams](), [tech-lead](), [technical-leadership](), [technical-program-manager]() ### AI overview The article argues that as AI reshapes engineering organizations and teams become smaller, Technical Program Managers can coordinate dependencies, cross-functional delivery risks, and roadmap-to-capacity alignment across multiple teams. ### Source excerpt As AI shrinks engineering teams and the EM role splits in two, the Technical Program Manager could be the most overlooked answer hiding in plain sight. ## Spotlight on WG Device Management DevFeed: [Spotlight on WG Device Management]() Original publisher: [Read original article]() Author: Natalie Fisher Published: 2026-06-24T18:00:00Z Content type: article Language: en Sources: [Kubernetes Blog]() Topics: [Kubernetes](), [Hardware](), [Artificial Intelligence](), [cpu](), [intel](), [Nvidia](), [Instrumentation]() Tags: [ai](), [cpu](), [hardware](), [instrumentation](), [intel](), [kubernetes](), [nvidia](), [tech-lead]() ### AI overview This Kubernetes spotlight examines the Device Management Working Group and its Dynamic Resource Allocation project, which has graduated to general availability. It explains how Kubernetes is evolving beyond CPU and memory allocation to manage GPUs, TPUs, network interfaces, and other specialized hardware for AI, edge, and telecommunications workloads, including dynamic allocation and time-sharing. ### Source excerpt The rising popularity of AI, Edge, and Telecommunications workloads on Kubernetes has led to new requirements for hardware management. We now need hardware specification beyond CPU time and memory allocations. This includes allocating GPUs, TPUs, network interfaces, and other hardware, sometimes after pod start and occasionally through time-sharing. Efficiently managing this specialized hardware is the mission of the Device Management Working Group. Their cornerstone project, Dynamic Resource Allocation (DRA), recently graduated to GA, marking a fundamental shift in how the project handles hardware-intensive workloads at scale. In this spotlight, we sit down with working group chairs Kevin Klues, Patrick Ohly, and John Belamaric to discuss the limitations of the legacy device model, the NP-hard challenges of scheduling, and how they're building a more programmable, hardware-aware future for Kubernetes. Introducing Device Management Natalie Fisher: Can you introduce yourself, your role, and how you got involved in the Device Management Working Group? Kevin Klues: My name is Kevin Klues. I am a Distinguished Engineer at NVIDIA. I have been a co-chair of the device management working group since its inception at Kubecon EU 2024. I have also been involved with DRA (the working group's primary deliverable) since its inception in 2019 / 2020. I have also been a kubelet maintainer since 2019, with a focus on its device manager, CPU manager, and topology manager subcomponents. The challenges we saw with using these components for workloads that relied on external accelerators (e.g., GPUs) are what triggered us to start working on DRA in the first place. Patrick Ohly: I am a Principal Engineer at Intel. In Kubernetes, I am a Tech Lead for SIG Testing and SIG Instrumentation and co-chair of the Device Management WG. I was co-chair of the WG Structured Logging and a member of the Steering Committee. Some of my early contributions to Kubernetes include ephemeral CSI volumes and ## Tech Lead vs Engineering Manager. Which Path Is Right for You? DevFeed: [Tech Lead vs Engineering Manager. Which Path Is Right for You?]() Original publisher: [Read original article]() Author: Ryan Murphy Published: 2026-04-07T15:33:44Z Content type: opinion Language: en Sources: [The Software Engineering Times]() Topics: [Tech Lead](), [engineering-leadership](), [Job]() Tags: [career](), [engineering-leadership](), [leadership](), [tech-lead]() ### AI overview This article compares the Tech Lead and Engineering Manager career paths, explaining that they are separate routes rather than steps on a single ladder. It also notes that both paths generally involve becoming less hands-on over time and that engineers can change direction later. ### Source excerpt Most engineers assume it's a one way ladder. It isn't. ## Two Pillars of (Engineering) Management DevFeed: [Two Pillars of (Engineering) Management]() Original publisher: [Read original article]() Author: Zac Sweers Published: 2026-03-03T16:02:22Z Content type: opinion Language: en Sources: [Zac Sweers]() Topics: [Tech Lead](), [SDK]() Tags: [engineering-management](), [management](), [mentorship](), [teams](), [tech-lead]() ### AI overview The article presents engineering management as balancing two pillars: technical familiarity with the team's problem space and the ability to grow people. It uses this framework to compare different engineering manager profiles, including infrastructure, product-team, and tech-lead-oriented managers. ### Source excerpt A former colleague once described their view of management as a role measured by two* pillars. As an IC, I really like this framing of it and it's helped me a ton of times in knowing how to best work with different types of EMs over the years. ## How LY Corporation uses ClickHouse to observe one of the largest Kafka deployments on earth DevFeed: [How LY Corporation uses ClickHouse to observe one of the largest Kafka deployments on earth]() Original publisher: [Read original article]() Author: ClickHouse Published: 2026-02-09T13:22:47Z Content type: article Language: en Sources: [ClickHouse Blog]() Topics: [clickhouse](), [Kafka](), [Grafana](), [data](), [Monitoring](), [Messaging](), [Streaming](), [telemetry](), [real-time](), [Microservice](), [site-reliability-engineering]() Tags: [clickhouse](), [data](), [ecosystem](), [infrastructure](), [kafka](), [logging](), [logs](), [messaging](), [monitoring](), [observability](), [performance](), [production](), [real-time](), [scale](), [software](), [streaming](), [sync](), [tech-lead](), [telemetry]() ### AI overview LY Corporation uses ClickHouse to monitor a massive Apache Kafka deployment, processing more than 1 trillion messages and 2.6 PB of I/O daily. ClickHouse ingests 7 million API-log rows per second and enables millisecond-level debugging across more than 4.1 trillion rows in real time, using only 24 servers. ### Source excerpt "ClickHouse plays a really important role in our automated monitoring efforts. We're handling a massive amount of data--about seven million rows per second--but with just 24 servers, we've achieved outstanding cost performance." - Haruki Okada, Senior Softw ## LeadDev StaffPlus 2025: My Top Takeaways DevFeed: [LeadDev StaffPlus 2025: My Top Takeaways]() Original publisher: [Read original article]() Author: Doximity Published: 2025-12-02T13:27:00Z Content type: opinion Language: en Sources: [Doximity]() Topics: [Tech Lead](), [Programming]() Tags: [conference](), [leadership](), [management](), [software-engineer](), [tech-lead]() ### AI overview A Staff Software Engineer at Doximity reflects on takeaways from LeadDev StaffPlus NY, focusing on egoless leadership, delegating programming work, and elevating colleagues to increase engineering impact. ### Source excerpt As a newly minted Staff Software Engineer at Doximity, I've been looking for ways to maximize my impact on the teams I support. My mandate as a Staff Software Engineer is to solve the kinds of problems that affect every team in my umbrella, not just the one team where I do my own IC work. That's a big change from my previous role as tech lead of a small team. I've enjoyed following LeadDev's content, from blog posts and videos to webinars, so attending a LeadDev conference has been on my bucket list for a while. I got my chance when I learned they were hosting their conference in New York City for StaffPlus engineers (engineering leaders who are in roles anywhere from Staff to Distinguished Engineer). I came away from the conference with a lot of ideas on how to improve my impact as an engineering leader and a plan to get more traction on a difficult project I've been leading. Here are some of the highlights from my experience at StaffPlus NY. Lead Without Ego Image: Katie Sylor-Miller during her talk "Mind the gap: Navigating the Staff+ Performance Cliff" Katie Sylor-Miller's talk "Mind the gap: Navigating the Staff+ Performance Cliff" was fantastic. She emphasized the need for egoless leadership and touched on the benefits you reap when you lead with humility. In particular, as StaffPlus engineers, we're not meant to be writing and shipping all the code all the time. We're meant to give those opportunities to other engineers on our teams and build them up. This wasn't new advice to me, but it's worth hearing again and again as I develop in my technical leadership position. It was particularly useful as it connected with a technical project I've been working on that has grown in scope. I've been feeling an increasing burden that I can't do all the coding and project management this project requires with the resources I have, on top of my other responsibilities. I realized during Katie's talk that I can move my project forward by delegating more of the programming t ## Four Years Strong: Celebrating Our Koganniversaries DevFeed: [Four Years Strong: Celebrating Our Koganniversaries]() Original publisher: [Read original article]() Author: Kogan Dev Blog Published: 2025-10-07T03:28:12Z Content type: opinion Language: en Sources: [Kogan.com]() Topics: [engineering-culture](), [Software Engineering](), [Tech Lead](), [Development]() Tags: [culture](), [leadership](), [learning-growth](), [software-engineer](), [software-engineering](), [team](), [tech-lead]() ### AI overview Kogan.com highlights three team members reaching four-year milestones and discusses their career growth, engineering experiences, leadership development, and reasons for staying with the company. The article also describes Sam O'Halloran's work improving product-variant handling across pipelines, batch jobs, OpenSearch, and the UI. ### Source excerpt In a talent landscape full of competitive opportunities, where change and turnover are part of the norm, Kogan.com stands out as a place where people choose to stay, grow, and advance their careers. Many of our team members have long tenures, with some contributing as long as 12 or 15 years, reflecting the strong culture and opportunities here. This month, we celebrated three team members reaching their four-year milestone. To mark the occasion, we spoke with them about what has made their journey so rewarding, what has kept them at Kogan.com, and what continues to inspire and excite them as part of our team. Adam Slomoi Adam is currently the Tech Lead of a squad. He joined Kogan as a Software Engineer and quickly progressed to Senior Software Engineer, and most recently to Tech Lead. In this role, he continues to sharpen his technical skills while growing his passion for people leadership. How has your role or perspective on engineering evolved over the last four years?I've been fortunate to work across different areas of the business and on various components of our system during my time at Kogan. One theme that has remained consistent throughout, and that I've gained a greater appreciation for, is the focus on business outcomes. How did you feel stepping into your first leadership role, and what did you learn from the experience? I felt well prepared before officially taking on a leadership role. We have a very collaborative team, and there have been many opportunities along the way to have a say and help set the direction for the team. Sam O'Halloran Sam started at Kogan in his first formal software engineering role straight out of university. He has honed his technical skills, contributed significantly to his team, and grown in both technical depth and breadth, applying best practices efficiently. Which project are you most proud of, and what made it exciting or unique? I'm most proud of the work on product variants. It wasn't one big launch, just lots of small ## Escaping the Build Trap DevFeed: [Escaping the Build Trap]() Original publisher: [Read original article]() Author: Tom Published: 2025-09-20T00:00:00Z Content type: opinion Language: en Sources: [Tomasz Gągor]() Topics: [Product Management](), [Tech Lead]() Tags: [book](), [business](), [collaboration](), [effective](), [examples](), [experimentation](), [leadership](), [management](), [metrics](), [pitfalls](), [product-management](), [team](), [tech-lead]() ### AI overview A review of Melissa Perri's book Escaping the Build Trap, focusing on its explanation of Product Management, experimentation, metrics, organizational perspective, and creating real value. ### Source excerpt Escaping the Build Trap How Effective Product Management Creates Real Value Author: Melissa Perri This was the first book on Product Management I've ever read, and I'm glad I started with such a solid one. In my daily work, I collaborate closely with product owners, and I wanted to better understand their role: How do they work? What are their priorities? And how can our collaboration be more effective? What I appreciated most about this book is how clearly it structures the profession of Product Management and breaks down its many facets. ## How 1-1s make your life easier as a Tech Lead DevFeed: [How 1-1s make your life easier as a Tech Lead]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2025-09-17T11:58:54Z Content type: opinion Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead](), [ide]() Tags: [coaching](), [communication](), [delegation](), [mentoring](), [team](), [tech-lead](), [time](), [trust]() ### AI overview This opinion article explains how regular one-on-one meetings can help Tech Leads identify blockers, improve communication, delegate work, build trust, and mentor team members. It argues that investing in these conversations can reduce misalignment and make the leader's work easier over time. ### Source excerpt Save yourself from surprises, misalignments, and unnecessary drama. ## What to Do When You Are Performing a Tech Lead Role Without the Title DevFeed: [What to Do When You Are Performing a Tech Lead Role Without the Title]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2025-07-08T06:01:32Z Content type: opinion Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead]() Tags: [management](), [tech-lead]() ### AI overview The article responds to a subscriber who has been informally performing tech lead responsibilities but was told she was not good enough for the official role. It recommends pursuing the role with a new manager, presenting evidence of existing leadership, agreeing on a concrete growth plan, and requesting specific feedback about technical expectations. ### Source excerpt What to do when you're doing the role, but not getting the credit ## A Structured Process for Tech Leads to Develop Soft Skills DevFeed: [A Structured Process for Tech Leads to Develop Soft Skills]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2025-05-28T06:01:51Z Content type: tutorial Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead](), [.NET Conf]() Tags: [article](), [coaching](), [how-to](), [leadership](), [management](), [skills](), [tech-lead]() ### AI overview This tutorial presents a structured, intentional, and measurable process for tech leads to develop soft skills. It recommends starting with one leadership challenge, defining a small measurable win, and clarifying the motivation behind the goal. ### Source excerpt In this article, I'll walk you through the exact process I've used with hundreds of engineers to build their soft skills. ## Spotlight on SIG etcd DevFeed: [Spotlight on SIG etcd]() Original publisher: [Read original article]() Author: The Kubernetes Authors Published: 2025-03-04T00:00:00Z Content type: article Language: en Sources: [Kubernetes Contributors Blog]() Topics: [Kubernetes](), [Maintainers](), [Open Source](), [distributed-systems](), [Google]() Tags: [distributed-systems](), [google](), [kubernetes](), [maintainers](), [open-source](), [tech-lead](), [testing]() ### AI overview A Kubernetes community spotlight interviews SIG etcd leaders and maintainers about their roles, paths into Kubernetes and etcd, and contributions to the open-source ecosystem. ### Source excerpt In this SIG etcd spotlight we talked with James Blair , Marek Siarkowicz , Wenjia Zhang , and Benjamin Wang to learn a bit more about this Kubernetes Special Interest Group. Introducing SIG etcd Frederico: Hello, thank you for the time! Let's start with some introductions, could you tell us a bit about yourself, your role and how you got involved in Kubernetes. Benjamin: Hello, I am Benjamin. I am a SIG etcd Tech Lead and one of the etcd maintainers. I work for VMware, which is part of the Broadcom group. I got involved in Kubernetes & etcd & CSI (Container Storage Interface ) because of work and also a big passion for open source. I have been working on Kubernetes & etcd (and also CSI) since 2020. James: Hey team, I'm James, a co-chair for SIG etcd and etcd maintainer. I work at Red Hat as a Specialist Architect helping people adopt cloud native technology. I got involved with the Kubernetes ecosystem in 2019. Around the end of 2022 I noticed how the etcd community and project needed help so started contributing as often as I could. There is a saying in our community that "you come for the technology, and stay for the people": for me this is absolutely real, it's been a wonderful journey so far and I'm excited to support our community moving forward. Marek: Hey everyone, I'm Marek, the SIG etcd lead. At Google, I lead the GKE etcd team, ensuring a stable and reliable experience for all GKE users. My Kubernetes journey began with SIG Instrumentation , where I created and led the Kubernetes Structured Logging effort . I'm still the main project lead for Kubernetes Metrics Server , providing crucial signals for autoscaling in Kubernetes. I started working on etcd 3 years ago, right around the 3.5 release. We faced some challenges, but I'm thrilled to see etcd now the most scalable and reliable it's ever been, with the highest contribution numbers in the project's history. I'm passionate about distributed systems, extreme programming, and testing. Wenjia: Hi there, my ## From Tech Master to Tech Lead: 3 mindset shifts you need DevFeed: [From Tech Master to Tech Lead: 3 mindset shifts you need]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2025-02-13T07:01:26Z Content type: article Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead]() Tags: [coding](), [leadership](), [tech-lead]() ### AI overview This article explains how technical experts can transition into tech leadership by shifting their focus from solving technical problems themselves to empowering and developing their teams. It introduces three mindset shifts, beginning with moving from an individual-contributor mindset to a team focus. ### Source excerpt Become the tech lead your team needs by shifting how you think and work. ## Avoiding the "therapist" trap: Stop solving everyone's problems as a Tech Lead DevFeed: [Avoiding the "therapist" trap: Stop solving everyone's problems as a Tech Lead]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2025-01-28T08:00:47Z Content type: opinion Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead](), [Development]() Tags: [article](), [leadership](), [tech-lead]() ### AI overview This article explains why Tech Leads should not take responsibility for solving every team member's problems. It describes how over-involvement can cause overwhelm, burnout, damaged working relationships and reduced team independence, and argues for setting healthy boundaries and directing people to better-suited support. ### Source excerpt Why fixing everything isn't your job as a Tech Lead - and how to stop ## Building and leading a brand-new team DevFeed: [Building and leading a brand-new team]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2025-01-16T15:51:36Z Content type: opinion Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead](), [Concurrent Programming]() Tags: [building](), [culture](), [hiring](), [team](), [tech-lead]() ### AI overview This article examines the path to becoming a Tech Lead by building and leading a brand-new team. It describes the challenges of starting without an established team structure, including discovery, defining team culture and processes, helping members settle in, and hiring. It also explains the opportunity to shape the team's culture and technical direction from the beginning. ### Source excerpt Explore one of the pathways to becoming a Tech Lead: building and leading a brand-new team, with its unique challenges and opportunities. [Next page]()