There's a growing idea in tech that engineering managers are unnecessary—that developers can simply self-manage and “know what to do.” While autonomy is vital, the truth is that even the most talented teams still need leadership.

The best analogy? Professional sports.

Take the NFL. Every player is an elite athlete, paid millions, and trained to perform at the highest level. Yet every team still has a head coach, position coaches, and coordinators. Why? Because talent alone doesn’t win championships—strategy, coordination, and growth do.

A coach doesn’t tell a quarterback how to throw; they help him read defenses better, make smarter decisions, and lead under pressure. Similarly, a software engineering manager doesn’t tell a developer how to code. We provide direction, mentorship, and structure—helping engineers align their strengths, stay focused on business goals, and continuously improve.

Without that kind of leadership, teams can drift. Priorities blur. Technical debt piles up. Morale slips. Great engineering managers create environments where developers do their best work—removing blockers, fostering collaboration, and turning individual contributions into team success.

Even elite athletes need coaches. Why should elite engineers be any different?

If your organization is ready to elevate its engineering teams—with stronger alignment, culture, and delivery—I’d love to bring my experience in technical leadership, mentoring, and growth to your team. Let’s talk about how I can help your developers play—and win—at the highest level.