Eric Richard

Eric Richard
Eric is HubSpot's VP of Engineering.

Recent Posts

Why we treat interns like full members of the team

There are some companies that have special co-op and internship projects that are separate from their normal stream of product development. Often, the work of co-ops and interns never sees the light of day, or at least not while they're at the company.

We fundamentally do not believe in this approach. We believe that the best way to learn is by doing, and therefore, the best way to learn how to be a software engineer is to do what a software engineer does.

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Social Engineering: Why Managers Should Prioritize Team Bonding

There are three key ingredients that go into creating a remarkable product culture. The first is ensuring that every person on your development team has an exciting and challenging mission. Then you need to give them the tools, resources, and autonomy to be successful in their mission. The third piece, and arguably the most challenging, is surrounding employees with high-wattage people who they can learn from and bond with.

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How Medium is Engineering Holacracy [Q&A with Daniel Pupius]

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. 

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The Hard Part About Creating New Teams Within an Engineering Organization

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.

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Why I’m Excited To Join HubSpot

Over my last 20 years in the Boston high-tech industry, what has kept me excited and gets me out of bed in the morning is the opportunity to join, lead, and transform high-performing teams. I’ve played a wide variety of roles ranging from founder to CTO to Chief Architect to VP of Engineering at some really amazing companies including NetGenesis, SPSS, Idiom, and most recently, Compete, and each of them has come with some incredible rewards and learning experiences.

For the next step in my career, I wanted a role that would challenge me to leverage all of those insights (and bruises) to contribute to a once in a generation company. For this reason, I’m ecstatic to announce that I’m joining HubSpot as a VP of Engineering, and I couldn’t be more excited for my next chapter.

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