"I lead engineering here at Statsig. We're a currently series C company. I've been here since we started about four and a half years ago. We started with eight people, all from Facebook, and so I've seen the whole journey from the beginning. I've been the lead for engineering since the start. Not many people to lead at the beginning, but engineering has grown to around 40 people now."
"So, definitely learned a lot of things. A lot of my growth has been in leading the team but also establishing a lot of technical direction since the beginning, no customers, no infra, no nothing at all. And so, needed to pretty quickly figure out how to build all these things, scale pretty quickly with all the customers we were getting. Not much time to learn these things, but we did pretty well."
Statsig began with eight engineers, all former Facebook employees, and grew to around forty engineers over about four and a half years. Engineering leadership established technical direction from scratch, building infrastructure and product systems with no initial customers or operations. The team scaled quickly to serve incoming customers while learning on the job. Early hiring favored Facebook alumni, which helped preserve a shared culture and language. Leadership focused on growing engineering capabilities and maintaining cultural values during hypergrowth. Rapid decision-making and pragmatic engineering practices enabled delivering functionality under tight time constraints and accelerating company growth.
Read at InfoQ
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