A few months ago, we really started to think about how we can scale our product team long-term. Engineers, designers, and product managers are hard to hire, especially ones that will raise the average of an already world-class team. A big part of attracting that level of talent is being intentional about how we tell the story of product and engineering at HubSpot. Today, after redesigning our homepage and jobs pages, we launched a new and improved product.hubspot.com. Here’s how it happened and what the redesign is doing for our inbound recruiting framework.
Name: Maja Djordjevic (pronounced Maya Georgey-vich; it’s Serbian)
Role: Senior Software Engineer (Dublin office)
What are you reading right now?
Zero to One – I saw it mentioned so many times online and picked it up. It’s by Peter Theil, one of the PayPal founders, all about how to invent new things and bring them to market.
I’m a product designer. I spend my days working with a handful of product managers, a troop of engineers, a pack of other designers, and occasionally a few other types of people (like user researchers and product experts.) One of the most crucial things I’ve had to get the hang of over the past (almost) year at HubSpot is how to communicate with all of these different people.
The only thing as important as building product, in the engineering world, is building product culture. Structuring a team, figuring out the right development process, and scaling that processes is a science. A hard science. I’m always curious to learn how other engineering organizations operate for this reason. Especially when that organization is building the world’s favorite publishing platform: Medium.
The company is pioneering a relatively new type of management system called Holacracy. Medium’s Head of Engineering, Daniel Pupius, wrote an interesting post about how they’ve designed a holacratic organization and how it's providing them with a new kind of manager. He wrote that a “common misconception about Holacracy is that it’s a flat organization structure” when in practice, their organization is built around a hierarchy of circles and roles.
I had the opportunity to ask Dan the questions below about what this structure means for their engineers and how it shapes their product culture, team, and development process.
Part of continuous innovation means we’re constantly spinning up new teams with new missions within our product organization. One of the key challenges here is ensuring that team has the core HubSpot DNA that will allow it to be fully successful on its mission. Growing that DNA in isolation is possible, but slow. Finding a way to quickly infuse our core values and culture into those teams can really accelerate their ramp. As our team and product grows, we’ve been investing more energy into finding that solution, and we think we might be onto something.