Companies are more eager than ever to quantify the output of their engineering teams to feel confident that they're maximising the return on that investment. Unfortunately, when non-engineers try to increase the output of engineering teams, they often wind up optimising short-term deliverables and devaluating key aspects of an engineering team's job.

In this talk, I'll explore what engineering leaders need to do to credibly own velocity and deeply align their work with the company strategy.