experience, turned into lessons
Writing.
I write about engineering leadership, technical organisations, and the decisions that connect them. Everything here comes from real work — problems I've sat with, decisions I've made, and the things I'd do differently next time.
Case studies
the full stories
The Mr. Sarang series
engineering principles, told in an ice-cream shop
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The Wild Horse
series · part oneAI is an instrument, not a purpose. What an old ice-cream maker knows about tools, speed, and the taste of the business.
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The Speed Trap
series · part twoSpeed is a trap when it becomes the strategy: the free-speed paradox, hidden costs, and the illusion of mastery under automation.
Essays
lessons from practice
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When Technical Debt Becomes Business Debt
lessons from practiceDebt stops being an engineering concern the moment it affects acquisition, conversion, reliability, or speed.
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We Didn't Need to Build an SSR Framework
architectureOur competitive advantage wasn't building rendering infrastructure. Ownership is valuable when it creates differentiation — a distraction when it doesn't.
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A Two-Year Release Gap Is Not a Mobile Problem
deliveryA team that cannot release is not necessarily facing only a deployment problem. Shipping is an organisational capability.
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Your Team Structure Is Part of Your Architecture
organisation designTeam boundaries shape ownership, communication, technical decisions — and eventually the system itself.
Notes
shorter, rougher
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Project Oxygen: Do Managers Matter?
research summaryGoogle set out to test whether teams work better without managers. The data said otherwise — and produced the ten behaviours of great managers.
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Project Aristotle: What Makes Teams Effective
research summaryThe five factors behind Google's best teams: psychological safety, dependability, structure, meaning, and impact.
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Are We Solving Problems, or Just Playing with Tech?
lessons from practiceReal value versus false value: why the exciting framework is not always the useful one.
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The Development Abstraction Layer
a classic, retold · after Joel SpolskyA developer's job is code; the manager's job is to build the layer that hides everything else.
These notes were first published in Persian on LinkedIn and are collected here in English. Newer short notes will appear there first.
The principles behind most of this writing are collected on how I think, and the honest list of missteps is in things I'd do differently.