New York

October 15–17, 2025

Berlin

November 3–4, 2025

Technical direction

Technical direction

Making better technical and architectural decisions

How to build an effective technical strategy

Building a tech strategy requires a lot of moving parts. Learn about what routes to take and whether decisions should be top-down.

On our Technical Direction playlist

Modernizing legacy systems: A technical strategy for evolving monoliths into modern architectures at HelloFresh

Gain insights into transforming legacy systems into scalable architectures, with practical strategies for balancing stability, managing technical debt, and enabling growth opportunities at HelloFresh.

Jonathan Maltz

Technical Vision vs. Technical Strategy: The difference and why it matters

Jonathan Maltz digs into the nuts and bolts of setting a successful technical strategy. Startin by talking about the difference between technical vision and technical strategy.

In partnership with Apollo

How to implement platform engineering at scale

In this webinar, we’ll hear from enterprise engineering leaders who’ve overcome cultural barriers and team silos, and successfully adopted platform engineering practices in their orgs.

Jon Thornton

Good technical debt

Jon Thornton discusses how this framework was used to rapidly build and ship Squarespace’s Email Campaigns product in less than 15 months. Along the way, you’ll get several practical guidelines for how tech debt can supercharge your technical investments.

Creating, defining, and refining an effective tech strategy

Having a defined tech strategy creates alignment and keeps everyone on the same page. So how can you ensure yours is most effective? Panelists Anna Shipman, Randy Shoup, Papanii Nene Okai, Nimisha Asthagiri and Anand Mariappan share their tips.

The festival of engineering leadership

London • June 16 & 17, 2025

More about Technical Direction

Top Technical Direction videos

  • Strategies for creating cultures of innovation in engineering teams

    How can exploration, research, and experimentation help your team lead the way?

  • Changing attitudes toward legacy code

    Legacy is an inevitability in any business – systems that were once cutting edge naturally age, but still require careful maintenance. And although it’s important work, it can feel less rewarding than working on shiny new features.

  • Lessons for frontend development at scale

    Powered by technologies such as React and GraphQL, we see frontend applications reach a level of scale and complexity that was traditionally associated with backend engineering and service architectures.

  • Building blocks for architecture governance with autonomous teams

    Many organizations today strive to establish autonomous development teams who can move as independently of each other as possible.

  • Handling security issues as an engineering team

    We live in a world of technology and engineering. Almost everything around us requires software. Unfortunately, the software we use or build has bugs. While most bugs can be fixed, there are these other types of bugs, called vulnerabilities, that cause headaches and haunt us at night.

  • Using an ‘architectural North Star’ to align your engineering team with your organization

    In a fast-growing, agile organization, teams are usually encouraged to self-organize. Equipped with the guiding principles such as fast iteration and frequent feedback loop with the customers, we entrust the most valuable asset, people, to make informed decisions.

  • Splitting the monolith

    After years—even decades—on the existing legacy mainframe, we pitched a plan to migrate a company to a new, microservices-based architecture. Convincing management seemed easy, but now we have to deliver: Take the years-old legacy system and break it apart into smaller services and systems we can actually maintain.

  • The race to Mach 2.0 at scale

    When Chuck Yeager became the first pilot to fly faster than the speed of sound, he set off a race around the world to do the same with a plane full of paying passengers. The United States, Russia, the UK, and France all wanted a piece of the inevitable fortune to be made building aircraft to cross oceans faster than sound itself.