Startups by nature takeoff with scrappy organization and the need for thoughtful management only comes as soon as growth kicks in. During exponential growth there is so much change, hence there is such a big chance for disastrous failures from which it is very unlikely one would recover. What is the best time to start building out management in startup? How to recognise the signs when management is not working? How to double or triple your headcount every year without creating chaos? I'll will be sharing personal experiences on how the responsibilities of a senior engineering leader evolves during hyper-scale and how to manage fast growing engineering organisation.
Akos is VP Engineering at Shapr3D and former Engineering Director of Skyscanner. He has 10+ years of experience in building mobile products and scaling engineering organisation. He was formerly co-founder and CTO of Distinction, which was acquired by Skyscanner in 2014.
