Hello! What's your background and what do you do?

My name is Kevin Deldycke and I was the VP of Billing, Payment andIAM atScaleway, a cloud infrastructure provider. During my time at Scaleway, I led anengineering team of 11, and was one of the people in charge of the architecture,implementation and operation of the whole stack. If Compute, Storage and Networkare the three pillars of the product ecosystem, then we, the Billing, Paymentand IAM team are the core components of the platform. Our motto? Make complexitytrivial from the outside, while streamlining the business.

My story starts in 2003. The world was different back then. The dot-com bubblehad just popped up and was still casting its shadow on the industry. After fiveyears studying for a master's degree in software engineering, the safest pathwas to join a big, traditional IT consultancy firm. I did the opposite, andjoined a risky startup, with values I believed in: the philosophy of free/libresoftware.

That's the first lesson here as a manager in the making: developers are not justlooking for an occupational programming activity. They are seeking a culture,shared by like-minded peers. Guess what?As a manager, it is your role tocreate the conditions for a sustainable culture to emerge and persist.

So that's how I started my 15-year journey as a backend engineer, in what was anesoteric language at the time: Python. I got the chance to work with smartprofessionals in various industries: brick-and-mortar retail, transportation,food processing, financial, energy, ... This wide spectrum of projects made merealize that organizations and management styles are diverse, and mostlysituational. But there was a pattern. Thehappiest people I encountered werethe ones given autonomy, mastery and purpose, echoingDaniel Pink's thesis onwhat motivates us.

The majority will not breed the next unicorn; we statistically have a betterlikelihood of dealing with enterprise frameworks. That's fine and can really bevaluable in a career. But once in a while ambitious startups and businesssoftware intersect. EnterScaleway.

How was your transition from software development to management like?

In 2013 I joined abrand new R&D team as a founding engineer. We worked intotal secrecy on what would become a cloud computing ecosystem, akin to AWS, GCPor Azure.

After asuccessful launch and incremental iterations, we got a huge investmenttoscale the whole thing up - both the platform itself and the organizationaround it. We not only had to grow, but also merge with the 20-year oldestablished hosting company we were attached to. It was explosive, but in a goodsense; it put new life in our venture.

The original founding group was disbanded and people were spread out in amassive reorganization. It's like the job of the vast majority of employeeschanged overnight. Everybody was busy structuring the company, planning productsand recruiting. There was so much to do. I loved the frenzy.

The system I designed and produced alone had to scale as well. And it had toabsorb some existing legacy services. All the while keeping the business up andrunning, making sure those damn millions of euros were flowing right back intothe bank account. On time. We'd better have a resilient team for that piece ofcritical pipeline. Right? So I wasnaturally propelled as manager of a brandnew team, without fanfare, murky negotiations or pompous ceremony. I guess Iwas the only one with the vision to see all the fun (both technical andfunctional) there was in these contraptions! :)

I had no one to manage yet. But I felt empowered by a mission of bringingmeaning and purpose in a place where everything had to be invented. We had themoney, we were in the right industry, we already had customers, and competentengineering talents.The missing pieces were management and leadership. And Iwas just empowered to positively influence all that up at my humble level.

What does your day-to-day work look like, and what motivates you to do it every day?

The first phase of my activities as a front-line manager, was mainlyinward-facing to the team. Because there was none yet.

So here I went for a year:

• Recruiting a team of six developers;
• Training them to take over engineering and operational duties (including myformer ones);
• Mentoring some into Tech Leads and Product Owners;
• Trying to make myself optional and reduce the bus-factor;
• Of course loads of project management was involved too:
  • Organizing and planning upcoming sprints;
  • Tracking delivered features;
  • Writing newsletters to share achievements and milestones;
  • Keeping in sync and aligns with executive's priorities and fellow managers;
• Writing the 3-year roadmap and business plan;
• Designing a full revaluation process to assess and document engineer's leveland pay grade;
• Helping other managers interview candidates and review profiles in hiringcommittees;
• And all the other management tasks:
  • Leave of absences planning,
  • Frequent 1:1 with everyone,
  • Trial period assessments,
  • Experimenting with remote work,
  • Yearly objectives and target reviews,
  • Bonus and awards distribution,
  • Weekly travel to the regional office (the team was split in two).

It was not a place for routine, and the day-to-day was a varying mix of all ofthe things above, depending on the yearly/quarterly/monthly/sprint cycle we werein.

Then I was promoted to Vice-President, a fancy title, meaning I was nowreporting directly to the C-level executives. The job came with the assignmentof adding a layer of management between me and the engineers. It was the onlyway to get ready for the next stage of growth. I was an OK manager, I now had tofind a better one to replace me. I was lucky to findAlexandre. He did, andstill does, a stellar job taking care of the team I assembled.

Then I started a second phase that was more outward-facing, in which I spent mytime on coaching and managing managers, and doubling the team headcount.

Where did I get the drive to keep going?Good people to work with. I know itsounds dull, but you can't fake it.

What are the biggest challenges you've faced so far? What did you do to overcome them?

One of the biggest challenges, and the first you'll encounter right after yourtransition, is about managing your own psyche. Before you can improve on that,you’ll have to accept that indeed,we're all just big bags of complicated,messy emotions. To make progress you will need to tune your response toothers. And essentially to yourself. Be prepared, because it's going to be anenergy drain.

The only bearable way to live through that:

• Turn off mails and Slack at home,
• Plan frequent and short holidays,
• Come out in search of regular outdoor activities.

In other words:find balance out of work, or you're not going to last long.

What has been the biggest surprise so far? Something you didn't expect?

The first people I hired were key to our long-term success. I was lucky to havemet proficient, dedicated and honest engineers. They cemented the backbone ofour culture. I couldn't have made it without them.It was notmy team. Itwas our team.

The biggest surprise is thatonce you get the right core of a team, theculture takes care of itself.

The payoff came a year later. A bunch of developers outside my authority weremet with a case of bad management. It is sad, but in a company large enough,shit happens. They all requested to be moved elsewhere in the org-chart. Andasked explicitly to join us, seeking peace, stability and a drama-freeenvironment. You can't dream of a better validation: we were a healthy team.

What's the best advice you've received about being a manager?

I was told that starting from now on, I shouldn't code anymore. That was animportant clue. But it goes further.You're no longer the decision-maker onyour technical stack. Your team is responsible for it. You're barely ratifyingthese decisions.

You probably used to make these decisions as a developer. And now that youswitched positions, you have to take a step back, and have to accept theconsensus reached by others. All the while being liable for the result and itsimpact. Now trying to reconcile the managerial accountability (which might havebad consequences for you), from the team responsibility (allowing them to moveon), is borderline schizophrenia for ex-engineers. But you have no choice andhave to learn to navigate in that constant duality.

What do you tell developers who are considering making the switch or new to the role?

Something along the lines of:

• It is not a promotion: it is a change in career.
• The expectations are different.
• Reward will come from a place completely different from where you'll put youreffort to.
• The granularity of your calendar will be reduced from half-day to the hour(half-hour, even).

Also, you'll have to play the meta-game of:

• Filing paperwork,
• Attend meetings,
• Repeat yourself a lot,
• Use corporate tools (both apps and process).

All that work is not vain if you do it with the one noble goal of making yourteam productive.

The greatest effect you can prompt is providing them with the time and mentalspace they need to focus on things they do best: come up with outstandingsoftware for the success of the business.

The final lesson I'll share is the hardest. The higher you are in the hierarchy,the more likely you are going to step down for situations unrelated to youractivity, or for things completely out of your direct control. i.e. things tendto get more political towards the top.

I'm happy our team ended up strong, demonstrating its capacity and functioningwithout me. Making myself obsolete, and still having the team perpetuating thevalues defining who we are, makes me proud of what we accomplished together.

The ultimate achievement during the last 24 months as a manager: nobody everresigned during my term, while the rest of the company had the turnover expected(and planned for) of a high velocity/fast-paced innovating tech company.

My stint at Scaleway is foundational. I never stayed that long in any companybefore. It was the right opportunity at the right time. I'll be forever gratefulfor the possibility in these past six years to not only build a crucial systemfrom scratch, but also hire a team to take over it and bring the whole to thenext level.

My transition is complete. Coding is no longer the most impactful thing I canbring to the table. Enabling engineers and making them feel productive is.

Final call to action! Where can we go to learn more about you?

I told you earlier I was super-geeky about the domains I operated right? Beforegoing on to my next adventure, I took the time to summarize that knowledge. Hereare the repositories consolidating all the stuff I gathered in the field:

• Awesome Engineering Team Management
• Awesome Billing and Payment
• Awesome IAM

Feel free to send PRs! :)