Upcoming events

London

June 2–3, 2026

Meetups
New York

September 15–16, 2026

Berlin

November 9–10, 2026

Videos

All our video highlights from webinars to live events

Latest videos

  • How guardrails enable you to work at AI speed
    In partnership with Harness

    Allow anyone to code with AI

    How to build a culture that enables even the most skeptical developer to experiment with AI coding tools and fail fast.

    Webinar

Highlights from our conferences

Measure for Change

Picking metrics is one thing. But the harder decisions lie in what to do with them afterward.

View all videos from LeadDev London

Drive product gaps as an engineering leader talk by Emily Thomas in LeadDev New York 2024 Conference

Drive product gaps as an engineering leader

Discover practical strategies for engineering leaders to influence product development effectively, even in the absence of strong product management and a clear company vision.

view all videos from LeadDev NEW YORK

Smruti Patel

Growth in a downturn

In this talk, Smruti Patel asks, if hyper-growth is marked by spending more to make more, what does building for enduring growth look like?

view all videos from LeadDev berlin

Idea to Innovation

Join me as we embark on a journey to dissect the anatomy of innovation, uncover strategies to unlock the full potential of ideas, and transform them into impactful realities. Let’s build a strong culture of innovation, and make sure that it is not just a buzzword but a tangible outcome.

view all videos from staffplus london

Slack enterprise key management: Senior to staff lessons

Explore the key lessons and skills Audrei gained during their first Staff+ project, Slack Enterprise Key Management. This talk offers insights for anyone growing in their Staff+ career.

view all videos from staffplus NEW YORK

All videos

  • Avoid the Lake!

    Large programs are as much about bringing people, teams, and organizations together as much as it is about building and delivering technology. This talk is a brief overview of frequently overlooked steps in execution and proposes small changes to consider to significantly reduce friction during execution.

  • Iterating with a purpose

    In talk, we’ll be exploring what you need to think about when you start a new project. How do you decide and agree what your goals are and understand how you’ll measure their successes and failures.

  • Dealing with times when change isn’t happening

    There are times when someone on your team will approach you saying that something needs to change, maybe it’s a piece of company culture or a practice.

  • Difficult listening and having difficult conversations

    As leaders, we talk often about offering good feedback and direction, but we often fail at its deceptively difficult counterpart—the craft of listening. How can you better understand the underpinnings and science of a listening practice applied specifically to difficult situations—in which you have little opportunity to control the context—and build better skills for comprehensive, empathetic listening?

    In this session, we will discuss tactics for supporting safe and open one-on-one spaces for listening and understanding constructively.

  • Navigating organizational changes as an Individual Contributor: a matter of perspective

    In this session, two speakers will give their perspectives on a situation involving a difficult conversation. One perspective will be from the manager, and the other from the person being managed.

  • Imperfect Processes: Navigating the fuzzier parts

    It may sound clear cut, but we know that no process is 100% foolproof and it’s much messier in the real world.

  • A process is never done

    In the final talk of this session, we’ll be exploring what happens when a process is no longer fit for purpose, how this can affect people’s jobs and their identities within an organisation, and how you can ensure the next process will be an improvement from the last.

  • Scaling up sustainably through better processes

    In this talk we’ll take a look at processes and scaling up, thinking about the types of processes that help to establish growth, when it’s too early or late to introduce a process, and the times you’d choose to not apply a process.

  • What makes a good process?

    In this talk, we’ll explain the how, what, and why of a good process and offer ways of thinking about defining and building processes. We’ll also discuss how to build in inclusion from the start.

  • Developing teams at different levels

    Engineering leaders at different levels of seniority reflect on what they’ve learned.

  • Growing teams and culture with actionable feedback

    We’ll consider why developing a strategy around delivering feedback is important, how feedback can be optimized for reception and action, and why the consistent delivery of positive, reinforcing feedback makes feedback of all types more impactful.

  • On engineering impact

    Tough technical problems are exciting to tackle and often engineers can think this is where they’re driving the most value.

  • Harnessing the power of storytelling to become a better leader

    When we’re talking to engineers about change, we often just talk about what the change will be and not the context, why it’s necessary, and why we think it will be successful.

  • Crafting a mission and vision for your team

    As you progress in seniority as a leader, the time horizon of your work progressively gets longer.

  • Sponsored by: you

    We’ll also explore how to sponsor individuals by raising their visibility in an organisation and providing them with opportunities.

  • Why we must strive for belonging in our engineering orgs

    Spotify’s focus on diversity has been the foundation of an enriched environment of culture, ideas, and innovative business solutions. However, diversity alone does not ensure open communication or retention in the workplace.  

  • Preparing your software engineering teams for times of financial uncertainty

    Financial crashes are cyclical in nature and although we can’t predict the timing of the next crash, we know that they are an inevitability.

  • Supporting employees through redundancies and business closures

    Reality sometimes makes decisions for us. Teams and businesses come to an end or need to focus elsewhere. But lives go on…

  • Living without pre-production environments

    Historically when we developed large monolithic applications we had several ‘lower’ environments such as dev, test, staging, pre-prod for verifying different stages of our development life cycle. These were particularly used for manual testing – integration testing, gatekeeping, acceptance testing.

  • Remote Inclusion in Distributed Engineering Teams

    Increasingly, companies in business centres like London are combining offshore with local developers. Maximising the effectiveness in a mixed team environment is therefore critical to business success.

  • Cracking the cadence of your software engineering 1:1s

    One-to-ones provide perhaps your greatest opportunity to survey how well things are going with your team. 

  • Eliminating hero culture in software engineering teams

    As a woman with a few years of experience in engineering I have often noticed that every team has a “Hero”, as I have been one myself. The hero is usually identified as the hardworking, highly talented and knowledgeable team member.

  • 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.

  • How simplifying software can save your engineering teams’ time

    We’re conditioned to think from an early age that exciting things are the best. That attitude can extend to engineering, too.