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Executive Leadership
Executive leader at multiple globally distributed, all remote engineering orgs with significant engineering presence in the US, LATAM, and the EU
> VP, VP, Director, Senior EM, EM tites
> Direct reports up to and including VPs
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Scaling Teams
Operator at Series A through D companies with rapidly scaling teams
> Peak hiring up to 15-20 engineers per month
> 250+ reports across all software engineering disciplines
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Breadth
Leadership experience across all engineering disciplines and stages
> DevOps, new and existing products, Data, IT, Security, Strategy & Ops, Delivery teams
> Series A through D
> SaaS, B2B, eCommerce, B2C
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Innovation
Technology leader at multiple innovative companies building products in:
> AI
> Collaboration tools
> Observability and developer tooling
> Design tools
> And more
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Advising and Coaching
Directly managed and mentored people in all roles and at all levels
> Promoted individuals to VP, Director, Manager, and engineers on the technical path
> Led peer groups improving leadership craft
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Process and Best practice
Established best practices and processes
> End-to-end developer ownership
> Faster delivery
> Improved quality using modern processes
Leadership Philosophy
Great leadership isn’t about having all the answers, being the best in your field, or asserting control. It’s about developing leaders, providing clarity to them, and giving them the autonomy and accountability they need to succeed. It’s about inspiration, magnification, and collaboration.
As a leader, the most important thing you can do is set your people and teams up for success. You’ll be surprised how often they exceed your expectations.
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People do their best work when they believe in what they are doing. Being a great leader requires inspiring people towards a vision. All work has value, but people need to believe it.
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Autonomous teams are motivated teams. Motivated teams get results.
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Nearly everyone has the capacity to lead. Your job as a leader is to unlock it.
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The world is only getting more complex and more difficult, especially for people in tech. Leading with empathy is not only right, it gets results.
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Feedback is a gift. Take the time to give great feedback, even when it’s hard.
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It’s not a luxury, it’s a core component of great leadership
Podcasts and Articles
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Lessons when scaling from 0-130 devs
“MURAL has gone through enormous growth in the past two years and Kirby Frugia, VP of Eng, came on to discuss the ins and outs of rapidly scaling engineering organizations.”
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Developer Autonomy to drive process improvement
“Ship Wow, Ship Now” mantra
Developer autonomy to drive process improvement
Using your “I intend to” voice
Focus on delightful experiences, high-quality products and act with urgency
Perceived vs actual velocity
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How to make the leap from Engineer to Manager
Lessons learned on making the transition from an Engineer to an Engineering Manager