Former CTO of Mood Health, Chief S/W Architect @ Stitch Fix, LivingSocial. Author of https://sustainable-rails.com and other books

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Cake day: June 15th, 2023

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  • The downsides is when you need to do something cross-functional it requires a different approach. What I have seen work is that you spin up a temporary team to own the delivery of the cross-functional project then have VP/CTO give all teams priority about helping the cross-functional team, e.g. the x-func team will say “I need support from finance and marketing” and those teams would agree to help out via 1 dev for 2 quarters (or whatever).

    It requires a lot of clarity from management and agency from the cross-functional team.


  • At sub-100 developers, what I have seen work is to align dev teams based on company organization structure, so that each part of the company has a dev team to support the internal products they need and can develop expertise to help when coordination across teams is necessary.

    The size of these teams is commensurate with the priority of the function and its internal products.

    Like any organizational method, you need a strong vision from the top, clear priorities, and a product roadmap that makes sense.