Organisational design
How teams are bounded, where ownership sits, and why most delivery problems turn out to be structural rather than technical.
Vice President, Engineering
Abhishek
I build engineering organisations that keep their judgement as they scale.
Two decades in engineering — first building systems, then building the teams that build them. I write here about the parts of the job that resist frameworks: how decisions actually get made, where organisations quietly lose speed, and what it costs to change direction.
- Role
- VP, Engineering
- Based in
- Bengaluru, India
- Writing since
- 2026
What I work on
Three problems, in roughly this order
Most of what I do reduces to these. They are listed in the order I usually find them, not the order people expect.
Technical strategy
Platform direction that survives contact with a roadmap — choosing what to standardise, what to leave alone, and what to retire.
Leadership practice
Developing the people who will do this job next, and being honest about the decisions that did not work out.
Selected writing
Recent pieces
Longer than a post, shorter than a book, and aimed at people doing this job rather than people describing it.
The first piece is being written. Check back shortly.
Working on the same problems?
I am glad to hear from engineering leaders, founders and anyone who disagrees with something I have written.