How do I hire for my Engineering teams?

"A players hire A players, but B players hire C players."

I’ve hired extensively throughout my career, for various levels and roles, from individual contributors to team leads, engineering managers, and even once, my own boss—a Senior Director of Engineering! Hiring the right talent is one of my most critical responsibilities as an engineering executive. The success of my team—and the organization as a whole—hinges on getting the right blend of skills, creativity, and alignment with the company’s values. With each new hire, my aim is to raise the bar and push the team toward greater excellence.

Here are some guiding principles I follow while hiring:

1. Have a Clear Goal in Mind

Unless I’m mass hiring, I always start with a clear goal for what I want to achieve with each new hire. Defining what success looks like at 30, 60, and 90 days post-hiring helps me crystallize these goals. If there are essential technical skills or programming languages, I ensure candidates being sourced for interviews meet those requirements upfront.

2. Hire for Strengths

Every candidate will have strengths and weaknesses. I focus on hiring for strengths, as long as their weaknesses are coachable, and I sense an openness to learning and growth. While I maintain a clear goal, I don't box myself into preconceived notions of the “type” of candidate I want to hire. Instead, I meet each individual with an open mind, prioritizing competency over specific skillsets.

3. Problem Solving and Collaboration

Great engineers not only need to solve problems but also collaborate effectively with others—whether it’s fellow engineers, product managers, designers, or stakeholders. While problem-solving capabilities can be gauged through technical interviews like system design or algorithmic challenges, collaboration is equally important. To assess this, I often ask candidates to describe a situation where they disagreed but committed. Both problem-solving and collaboration are non-negotiable. Missing either of these will likely result in a suboptimal hire.

4. Balance Between Generalists and Specialists

I decide whether I need specialists with deep expertise in a particular area or generalists who can navigate multiple technologies and domains. A well-rounded team usually benefits from having a good mix of both, allowing us to remain adaptable and innovative.

5. Sell the Vision

In a competitive market for top engineering talent, it’s not just about evaluating candidates—it’s about convincing them to join my team. I take an active role in selling the company’s vision and showing how the team fits into that broader mission. I’m transparent about the challenges we’re facing but also emphasize the exciting opportunities. At the same time, I look for signs of whether the candidate is genuinely excited about our vision. Engineers who are invested in the company’s mission tend to outperform those who are simply there to check off tasks on Jira tickets.

6. Strive for Diversity

Building a diverse team is critical for bringing fresh perspectives, improving problem-solving, and fostering innovation. I actively seek out candidates from various backgrounds, reaching beyond the usual recruiting channels. I partner with organizations that promote diversity in tech, target underrepresented groups, and expand our hiring beyond traditional geographic areas. I also work to minimize unconscious bias in the interview process by using standardized questions, diverse interview panels, and data-driven evaluations to focus on a candidate’s abilities and potential rather than irrelevant factors.

7. Onboarding for Success

Hiring doesn’t end when the offer is signed. A comprehensive onboarding process is essential for making new hires feel welcome, helping them understand their role, and ensuring they can ramp up quickly. I pair new hires with mentors to help them navigate both technical challenges and team dynamics in the early days. I also encourage early and continuous feedback, which helps new employees adjust, grow, and feel valued. Creating a culture where feedback is constructive and recognition is frequent is crucial to their long-term success.

Final Thoughts

As an engineering executive, building the right team is a mix of strategy, thoughtful evaluation, and understanding the balance between technical skills and cultural fit. By focusing on potential, creating a rigorous but fair process, and making diversity a priority, I aim to build a high-performing team that drives innovation and success.