The Archive · Practice
Product & Engineering Leadership
CEO · CTO · VP Product · VP Engineering · GM
Most companies staff product and engineering as separate priesthoods, then burn enormous energy translating between them. Roadmaps get negotiated like treaties. Estimates get padded on both sides of the table.
I’ve held the top job on each side: CEO at Sproutling and BlockJoy, CTO at Lumeo, VP of Product & Technology at Helium, GM inside Mattel. The pattern that works is boring. The person setting the roadmap should be able to read the pull requests, and the person architecting the system should sit in on customer calls.
Here’s what that buys in practice. Engineers trust the roadmap because it was written by someone who knows what the code costs. Product trusts the estimates because they came from someone who heard the customer directly. Decisions that normally take three meetings take one.
In the AI era this matters more, not less. Models write competent code now. They can’t decide what deserves to exist, and they can’t make anyone care that it does.