Camille Fournier
Camille is an engineering executive and the author of Platform Engineering (O’Reilly) and The Manager’s Path.
Camille is an engineering executive working in the finance industry. She is also the author of Platform Engineering (O’Reilly) with Ian Nowland, The Manager’s Path (O’Reilly), and the editor of 97 Things Everyone Should Know About Engineering Management. She resides in New York City with her husband and two children.
Managing a return to (hybrid) work
Being asked to get your team back into the office can put managers in a tricky position. Here are three ways to help you navigate the return to (hybrid) work.
Want to stay technical as a manager? Stay curious
Effectively managing your team whilst retaining your technical know-how may seem like an impossible juggling act. But there are some things you can do to polish up your skills.
Five reasons you shouldn’t rewrite that code
Before you commit to rewriting an old system, here are some reasons it's (almost always) a bad idea.
How to handle a reorganization as an engineering manager
Going through your first reorg as a leader? Here's how to ensure it goes smoothly for you and your team.
The secret to getting to the Staff+ level? Leverage.
How to build the leverage you need to get your next promotion
Advice for the reluctant new manager
A guide to transitioning from senior engineer to manager
Building aligned strategies
Camille Fournier discusses the key elements for building an alignment that balances the needs of both your team and your company.
The importance of small, positive interactions
How to give regular positive feedback remotely
The Manager’s Path: Camille Fournier in conversation
A guide for tech leaders navigating growth and change.
Managing unexpected work requests when your team is busy
How to handle disruptions to your team’s workflow
When planning long-term, favor accuracy over precision
Grounding your plans in the value of the work
The engineering leader's guide to motivational anti-patterns
Motivation mistakes and how to avoid them.
Common management failures in developing individual contributors
You can't afford to let the ICs on your team feel that they have no career path.
Leading Engineering Teams Through Times of Uncertainty
At the core of an engineering managers’ role is the responsibility to ensure the happiness of your teams. As a leader, you’re expected to shield your teams from outside noise and create a stable environment for work - but what happens when there are situations too big for you to resolve?
Cloning yourself isn't an option
We’re all drawn to the fable of the 10X engineer, but engineers most commonly increase their effectiveness 10X by amplifying the effectiveness of those around them. In this talk we’ll explore ways to make your value multiplicative, no cloning required.
Rebooting culture
Camille is the former CTO at Rent the Runway, where she led the team of over 60 engineers building the world’s first short-term high fashion rental site
Gaining insight and preventing misalignment without micromanaging
The limits of ‘it depends’ management
Engineering management 101: evaluating your team’s performance
Balancing tangible evidence with your own judgment
