I skimmed this article, and it is basically IMO garden variety IT management perspective that could be dropped into an org from the 70s/80s/90s/00s/etc, aside from the agile namedropping.
Which leads me to: great, you are a "VP of Engineering" but there is little to justify why I should believe you are an exemplar of that title/position. The LinkedIn isn't a fraud, but it isn't full of any formal management degrees, IT coursework, IT Management coursework. I don't see companies whose products are on the front lines of foundational technology, scale, or quality.
Frankly, the resume is full of 1 year hopscotches. That... doesn't really tell me they are battletested. I get IT is an industry with zero respect for the neckbeard, and yeah they went to Yale, so they are of a minimum floor of hard work and intellect.
There are people out there with 40 years of experience in IT, and probably 30 years of management, with stories of massive failures, grace under fire, and the usual stories Machiavellian fake smiles to navigate.
And plugging a "Organizational Health" book is hilarious when you are a startup. Yeah, there are lots of unhealthy startups, but the really hard organizational health problems are long standing companies with the "dead pool" effect that chased away the best people, long standing feuds/grudges, sociopathic/paranoid wars over diminishing resource pools and budgets, and deep problems with legacy systems that need to be updated.
Which leads me to: great, you are a "VP of Engineering" but there is little to justify why I should believe you are an exemplar of that title/position. The LinkedIn isn't a fraud, but it isn't full of any formal management degrees, IT coursework, IT Management coursework. I don't see companies whose products are on the front lines of foundational technology, scale, or quality.
Frankly, the resume is full of 1 year hopscotches. That... doesn't really tell me they are battletested. I get IT is an industry with zero respect for the neckbeard, and yeah they went to Yale, so they are of a minimum floor of hard work and intellect.
There are people out there with 40 years of experience in IT, and probably 30 years of management, with stories of massive failures, grace under fire, and the usual stories Machiavellian fake smiles to navigate.
And plugging a "Organizational Health" book is hilarious when you are a startup. Yeah, there are lots of unhealthy startups, but the really hard organizational health problems are long standing companies with the "dead pool" effect that chased away the best people, long standing feuds/grudges, sociopathic/paranoid wars over diminishing resource pools and budgets, and deep problems with legacy systems that need to be updated.
A startup? That's peanuts in comparison.