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We develop Engineering Managers into better leaders. Through seamless integration with Slack, we match junior engineering managers to highly experienced engineering leaders from top tech companies, in order to help resolve challenging management situations as they arise, in real-time.
I shared in that article what it took to get Americans to take us, foreign founders, seriously. I'm talking about our 2 min meeting with Michael Seibel that changed the trajectory of our startup, about why Jason Lemkin trusted us in the beginning and how we hired our first American hire. Obviously, I have only one data point, my own experience, so I'd be happy to hear from you about this particular topic.
Cheers!
We are the cofounders of PlatoHQ (https://www.platohq.com) and we come from an Engineering Background.
After having graduated from college, with two of my engineers friends, we decided to build our own company (the name of our company was Birdly). We made a lot of mistakes along the way; and one of the biggest was to hire too soon a bunch of engineers. We were all three technical cofounders so we could have built the MVP ourselves. But instead of that, we decided that two cofounders over three would do the “Product management” and “Marketing", and that we should hire 3 engineers (including 2 interns) to code the product for us. That was before YC. YC could have prevented us from making that mistake. And this had been our worst mistake.
We transitioned from “Individual Contributor” to “Engineering Managers”. We happened to spend more time doing “management” than building the product and optimizing for product-market fit. We were doing the rookie mistakes most first-time engineering managers do.
Among some rookie mistakes: - We hired our engineers focusing only on their technical capabilities - We didn’t make one-on-ones, but rather two-on-ones, and we focused on performance and operational - We micromanaged them, and even time-boxed them sometimes - And many more mistakes…
But at the time, those mistakes were unknown unknowns. In other words, we didn’t even know we were doing the bad things.
We don’t all need to do all those mistakes, or at least, when we do, we should know it, figure it out and fix it.
That’s why we’re building Plato, a platform to find your perfect mentor to help you become a better Engineering Leader.
Mentors of the community come from top tech companies such as Google, Facebook, Lyft, Slack, Trello, Netflix, Spotify, Digital Ocean, Segment, Uber… They want to help you avoid the common pitfalls they learned the hard way. Among our mentors, we have the - First Engineer at Box (Going from 10 to 1200 employees), - the VP Engineering at Lyft (and founder of Google Street View), - Cofounder of Pagerduty, - VP Engineering at Segment, - Director of Engineering at Box, - CTO/Cofounder of Jive Software… - And more... It's real, you can really talk to them and receive advice.
Mentors are not paid that is why we can provide an affordable price of $199 per month for an access to all the mentors and an unlimited number of calls with them. Mentors do this for other incentives, happy to discuss more if you're interested.
Also, I know many of you already have learned the hard way many lessons like us. I’m sure many of you would be amazing mentors. Feel free to let us know if you want to become a mentor. Feel free to reach out if you'd like to become a mentor.
Looking forward to having your feedback on our new product, Thanks, HN community!