Hypergrowth - lessons learned from tripling the size of a tech team
summary
Company scales engineering from 15 to 45+ and reorganizes into multiple product and platform teams (PopJam, kids web services, ad platform) while adopting DevOps practices like you build it you run it, automation and A/B testing to measure process changes. Hiring moves from “fit” to hire for cultural contribution using a persona and interview probes (e.g., convince a teammate to write tests; what do you do at 7pm with a PagerDuty alert). Onboarding uses 30/60/90 plans, deliberate norming, and data to resolve conflicts.
AI-written summary · about
chapters (28)
- 0:00Intro
- 0:43About SuperAwesome
- 1:36Challenges
- 1:55People
- 2:34PG
- 2:44Takeaways
- 3:45Start from today
- 5:07Product Lifecycle
- 5:37Product Maturity
- 6:44Persona
- 8:27Should we triangle
- 11:13Mindset
- 11:48Cultural fit
- 14:52DevOps culture
- 15:52Everybody is a snowflake
- 16:53You cannot probe every mindset
- 17:20Prepare for friction
- 18:04Four stages of development
- 19:20Team performance
- 21:18Dead end
- 22:46Norming
- 24:32Tockman
- 25:18The curve
- 25:52The recipe
- 30:25Norming phase
- 31:42Culture changes over time
- 34:09Embrace change
- 34:45Kids go online
related talks
33mScaling yourself during hypergrowth
15mManaging During Growth & Change
39mLearnings from fast growing
53mScaling Engineering by Hacking Conway's Law
18mRethinking Team Building: how a 30-person Startup serves 50 Million Users
31mScaling
44mPower to your People - Building a Team to Succeed
35mPanel Discussion: Product Challenges in a Fast Growing Company