Berlin

November 4 & 5, 2024

New York

September 4 & 5, 2024

London

June 16 & 17, 2025

Velocity

Supercharging your processes for faster software delivery

Unleash impact using outcome-driven delivery

Delivering impact in today’s landscape is a loaded task.

Content sponsored by Split

Increase speed and reduce risk with these engineering strategies

Once upon a time…your product was small. And fast. How do you keep that feeling going?

How to speed up code reviews

Code reviews don’t have to be painful. Here’s how to embrace tools and more collaborative processes to raise the bar on your review cycle.

Managing the chaos of context switching

It’s time to examine the good, the bad, and the very ugly elements of context switching. Even better, we’ll take a look at some strategies for managing it.

November 4 & 5, 2025

The leadership conference for tech leads and engineering leaders.

Should the daily stand-up die?

Focus on outcomes over outputs

Software engineering teams should focus on outcomes over outputs to deliver the best user and business value.

On our Velocity playlist

Ben Murray

Goldilocks doesn’t need your story points or your t-shirts

Ben Murray believes there is only really one question you need to ask: is this task small enough?

Overcoming security hurdles to push engineering velocity

How can you get your engineering teams to stop bypassing security requirements?

Keeping up momentum in remote teams

How can you increase your speed of delivery when managing remote engineering teams?

Pablo Jablonski

Moving quickly inside a large organization

Pablo Jablonski shares key learnings from building and shipping Spaces within Twitter, and how those learnings can be applied to any new team looking to move quickly within a larger organization.

Planning for success when scaling rapidly

Create goals, prioritize effectively, set expectations, and drive alignment.

November 4 & 5, 2025

The leadership conference for tech leads and engineering leaders.

More about Velocity

Top Velocity videos

  • Adapting testing for engineers

    Keeping up with a team of developers who release every day is a tough job, but someone’s got to do it! Gone are the long, relaxing days of manual testing for weeks on end. Here is how we are keeping the acceptance testing process at JUST EAT as lean as possible.

  • Dealing with culture divides on distributed teams

    Having timezone issues, international flights, planning logistics, communication and dealing with different cultural norms, working with teams distributed across the world provides challenges to overcome and a great way to learn how to work in a different manner at times.

  • Working backwards from the customer

    Amazon is built on top of fine grained services that have a strong ownership model – you build it, you run it. These services are created by small teams to make it very easy to innovate.

  • Creating processes that don’t impede autonomy

    Many factors contribute to developer happiness. However, as engineers, we’re often singularly obsessed with the idea that our job satisfaction comes solely from solving only the most interesting technical challenges.

  • Leadership Lessons from the Agile Manifesto

    Whether you’re a Tech Lead, Engineering Manager, or Project Manager for an engineering team, you probably weren’t handed a leadership instruction manual when you were given your first team to lead.

  • Running An Effective Mobile Engineering Team

    Organisations often worry about their mobile teams. Sometimes they are a bit separate. There’s often this inexplicable hostility to mentions of “React Native”.

  • The Original Skunk Works

    Long before Agile and Lean became buzzwords, a scrappy group of aerospace engineers at Lockheed’s Skunk Works were using similar practices to produce some of the most amazing aircraft ever built.

  • Failing smarter and learning faster in engineering

    Software development has been evolving. When I started in the industry, working at companies like Microsoft, we would bet many person-years of development and many millions of dollars into the development of products that would sometimes be hits and sometimes be total duds