Peter Eysermans

As a senior engineer, you play a critical role in mentoring and guiding junior engineers on your team. But how do you empower junior engineers effectively? Too often, senior engineers claim all the challenging, complex tasks for themselves while delegating only the more straightforward ones to junior developers. While this

I’ve heard this claim countless times, often on small teams lacking product management. Sales insist that just one more feature will make clients throw money at the product. Often, the technical team lacks the leverage to challenge this assumption or simply wants to build stuff. When the feature fails

The phrase “our team is like a family” has become a tired cliché in job posts. Too often, companies play the family card when things are going well, but when challenges arise—like financial losses—you’re suddenly a “cost center” that needs trimming. Sometimes, a company does feel like

When outsourcing your project to an agency or freelancer, the primary focus is often on delivering the application on time. However, one aspect is almost always overlooked: documentation. In many cases, no documentation is provided at all. This creates a risky dependency on the third party, which could become a

A common challenge for technical leaders is balancing accommodating and resistant behaviour. It's like walking a tightrope. Overly accommodating You never find the time to address technical debt. Are you pushing back enough? It's comfortable being a hero and pleasing others by relying on temporary workarounds to deliver the next

A startup CEO recently asked: “Can I just hire someone to document everything and be done with it?”. The company had grown from a team of 1 to 12 in just a year. Initially, the product was built with a focus on shipping features quickly—a practical and necessary choice

Rebuilding a system is never my first choice, but sometimes it’s the only viable path forward. For example, years ago, many teams built web applications using ASP.NET Web Forms. Fast forward to today, and with no straightforward upgrade path to .NET Core, rebuilding becomes inevitable. A rebuild isn’

We have to work together with this external partner. They have no idea what they're doing. I frequently hear software development teams express their frustration when working with external partners: * "These people have no idea what they're doing." * "How can such a tiny request take weeks?" * "Why are they so

Trust between the engineering team and business stakeholders is crucial. Asking for 6-months of non-feature work erodes that trust. Non-technical people become suspicious and think they are being tricked. The technical team must communicate with the business to educate them on the consequences of ignoring technical improvements. Start signalling possible

Structuring your development team is a crucial decision. Do you hire specialists or full-stack developers? The full-stack reality check * Full-stack is actually T-shaped. Every full-stack developer has their sweet spot, a technology where they truly excel. * It's about breadth, not depth. They possess broad knowledge across technologies, not encyclopedic expertise