Experienced technical manager and project stimulator

Real-life interactions with engineering teams are crucial for a developer's growth. I frequently repeat the same advice to new members of my team. I decided to write this article to summarize what I keep repeating.

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I couldn’t have grown BearStudio to 20 persons if I hadn’t been able to quickly grasp the context of any interlocutor I interact with daily, whether developers, customers or lawyers. My methodology evolved from a one-man army to an orchestrator. Everybody talks about starting a business, but few discuss what it’s like to lead a 20-person team. I’ve been asked to share insights of what it is to drive BearStudio which is the company I’ve been building for almost a decade and I’ve recently been interviewed by the Clément Meyer and Romain Meyer. They are traveling around the world to explore and analyze unusual management techniques. The interview made me look back on the last 8 years of growing BearStudio from 1 to 20.

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The allure of becoming a Chief Technology Officer (CTO) is undeniable for many young developers. It's a role that promises not just a hefty salary and the authority to shape technology within a company but also provides a panoramic view of the business's technological stack. Many are drawn to this position as it seems to combine the best of technical prowess with leadership and vision. However, this shiny appeal often masks the underlying realities and challenges of the role, that uneducated optimism can bite you back…

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