gabortill.com

Help software engineers become strategic leaders through personalized coaching and actionable strategies.

Created Tech Lead Mastery, a 6-month interactive program helping engineers master leadership skills and career advancement.

Host workshops and events that teach engineers how to build high-performing teams and influence stakeholders.

Provide tailored resources to simplify leadership and career growth for mid- and senior-level engineers.

Founder of Tech Lead Mastery | Leadership Coaching for Engineers

Atradius

When Atradius embarked on the transformative journey of bringing IT development in-house, I was entrusted with the task. Spearheading the inaugural in-house team in the Channels division was both a challenge and an honor. From hiring to setting up processes and ensuring efficient deliverables, I've fostered a culture of excellence. Today, with a mix of talent from Amsterdam to Madrid and beyond, I'm cultivating the future tech leaders of the industry. Building teams, bridging geographical gaps, and aligning with long-term goals — that's a day in my life at Atradius.

Engineering Manager

VodafoneZiggo

Reforming a dynamic team at Vodafone, I took on the mission to migrate the extensive Vodafone Enterprise Portal. From AngularJS to React and introducing NestJS middleware, our tech overhaul was comprehensive. As a Scrum Master, I introduced agile methodologies, ensuring that team dynamics were at their peak and individual performances shined. Weekly conversations with Agile Coaches and regular strategic meetings ensured we stayed ahead of challenges.

Scrum Master & Frontend Developer

Veen Bosch & Keuning Uitgevers Groep B.V.

Stepping into the vast world of the largest publisher in the Netherlands, I had my eyes set on innovation. Leading the rewrite of bookchoice.com and bruna.nl wasn't just about code; it was about crafting user experiences. Beyond projects, I had the privilege to step into the shoes of my mentor, inheriting the wisdom and challenges of being an Engineering Manager. From introducing a Scrum scoring system to spearheading remote work strategies during the COVID era, I was at the forefront of change.

Engineering Manager & Lead Frontend Developer

Harlem Next B.V.

I wore two hats: A Lead Front-end Developer and a Mentor. Crafting landing pages and dashboards with Vue.js was one part of the job; mentoring three budding engineers was where my passion truly shone. Together, we navigated the worlds of technology and soft skills, ensuring they were equipped for the challenges of tomorrow.

Lead Frontend Developer & Mentor

Joining KPN was a lesson in the power of Scrum done right. While developing in-house products, I had the opportunity to introduce innovative concepts like Feature Flag, ES6, and the BEM naming convention. It wasn't just about code; it was about improving processes and enhancing user experiences.

AngularJS Front-end Developer

comScore, Inc.

My journey abroad began with comScore in Amsterdam—a milestone that significantly amplified my professional growth. Here, I was entrusted with maintaining four intricate analytics tools, akin to giants like Google Analytics. Working with AngularJS, I delved into the complexities of constructing expansive applications that demanded efficiency and performance. Though the acquisition by Adobe marked an unforeseen chapter's end, the learning and experiences at comScore solidified my foundation in front-end technologies and large-scale application development.

JavaScript Developer

Westline Webworks Ltd

At Westline, innovation met opportunity. Entrusted with a pioneering video-based project, I dived deep into the world of HTML5 video and AngularJS. Crafting a robust app tailored for mobile and tablet users was both challenging and rewarding. Navigating through the relatively new territories of AngularJS and HTML5 video was a testament to my passion for exploring the uncharted.

Front-end developer

BIG FISH Internet Technology Ltd

Joining BIG FISH, I was promised expansive opportunities to work with JavaScript. Although we embarked on an exciting project to redesign Hungary's largest online bookstore, the nature of the role didn't align with the vision I had. Our paths diverged as I became more determined to find a role that genuinely resonated with my expertise and aspirations.

arukereso.hu

My foray into the professional IT realm began at árukereső.hu. With the burgeoning mobile era, I championed the redesign of the platform's mobile interface, working hands-on with technologies like PHP Smarty, jQuery, Less CSS, and HTML5. It was an enlightening phase, witnessing the onset of revolutionary JavaScript frameworks. However, when my aspirations leaned more towards JavaScript, I realized it was time for a new chapter.

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People & Process Driven Freelance Engineering Manager | Cultivating High-Performing Dev Teams Across Borders

I’m Gábor, and I help mid- and senior-level software engineers to become impactful tech leaders.

I started my career as a web developer and, over the years, worked my way up to lead developer and then engineering manager. Along the way, I faced the same challenges many engineers encounter when stepping into leadership, such as balancing technical responsibilities with managing people, learning how to influence without authority, and making decisions that impact the bigger picture.

What made the difference for me was a mentor who helped me navigate these shifts. That experience saved me years of trial and error, and it’s why I’m so passionate about helping others who are ready to take their next big career step.

Through 1-on-1 coaching, I work with software engineers to:

👉 Prepare for leadership roles by building the right skills and mindset.
👉 Simplify the shift from coding to team leadership with actionable guidance.
👉 Overcome common hurdles like managing performance, communication, and trust.

I’ve been where you are, and I know how hard it can be to move forward when leadership feels exciting, but overwhelming. My coaching isn’t about theory—it’s about clear steps that help you grow into the leader your team needs.

If you’re a software engineer looking to take your career to the next level, let’s connect.

You will find lots of useful and free resources on my website at gabortill.com

Gábor Till

CTO | Author of Engineering Leadership newsletter (65k+ subscribers) - Helping you become a great engineering leader!

I am an engineering leader with a passion for solving complicated problems with innovative concepts. I love learning about new technologies, sharing my knowledge and teaching others. 

I have a proven record of successfully managing Agile teams, setting the correct direction and culture as well as creating right processes and continuously improving them. I have overseen hiring and building up the teams as well as have strong emphasis on coaching and mentoring to direct reports.

You can reach me at info@gregorojstersek.com.

Gregor Ojstersek

In today’s AI era, being a great engineer is no longer defined by your individual contribution alone.

Being a great engineer is defined by the ability to make others around you better, to deliver projects successfully, and to create impact that moves the whole organization forward.

There are many ways to multiply your efforts:
- making your whole team better,
- to work well across different teams,
- be a multiplier through systems,
- multiply and scale through people.

These are all archetypes of multipliers, where each provides immense impact in its own specific way.

Learn more in this Engineering Leadership article: https://lnkd.in/eDyTMzes

CTO | Founder of Engineering Leadership newsletter (180k+ subscribers) - Helping you become a great engineering leader!

This is what happens when you do 10k lines of code per day with AI :)

Happy Friday and have a good weekend!

The speed of writing code has never been an issue.

You can write 10,000 or 20,000 lines of code, but if you are building the wrong thing for the user, it means nothing.

Once you know you’re building the right things, then you can bring in AI tools to speed up the delivery.

This is far more important than just typing faster or producing more code.

While most teams are bragging about how fast they ship code, your focus should be somewhere else:

Focus on building the right things, first.

Then, use technology to accelerate the rate at which you produce new value.

That's how you win in tech in 2026.

What makes a great engineer in the AI-era?

As tools for development got better, the desired skills for engineers have moved from just pure knowing programming languages and frameworks (expected) to problem-solving abilities and people skills.

It's less about the tasks, but how big an impact you can create.

And engineers who can create the biggest impact have the multiplier mindset.

It's the mindset where you focus less on just your pure individual tasks, but you focus on how you can make things better for your whole team, organization, and, of course, the customers (users).

Learn more in this Engineering Leadership article: https://lnkd.in/ezWydu8T

“My work speaks for itself”

Assuming that everyone knows that you are doing good work is in most cases, going to be a wrong assumption.

There are 2 things I like to say.

1. You can do the best work in the world, but if the expectations are not managed correctly, it will not be perceived that way.

2. Doing great work is only half of the work, making sure that everyone knows about it is the other half. You need to do both.

Learn how to build a successful engineer <> manager relationship in the latest Engineering Leadership article that we did together with Shehab Abdel-Salam here: https://lnkd.in/dhJ4qAyD

Pragmatism is one of the most important concepts in Software Engineering.

There are endless variables and trade-offs we need to consider when building Software. And a lot of them are people-focused.

And pragmatism is just going to be more and more important as time goes on. 

The reason?

AI can just predict the next best token, but what is missing is the touch of real-world experience and the feel for what may be the best decision in a certain moment, based on many different signals.

To learn how to become pragmatic as an engineer, read this Engineering Leadership article: https://lnkd.in/eGh5s5Tm

As an engineer, I didn't properly use 1:1 meetings with my manager.

I didn't use my 1:1 meetings for my career growth, instead, I used them to give a status update.

I was missing out on so many different learning opportunities, which I could use the 1:1 meeting for:
- I could talk about career goals,
- work through plans for the promotion or
- ask for specific coaching and feedback situations.

Lesson learned: 
It’s a lot better to use 1:1 meetings to help you be successful in your role and with your overall career growth.

P.S. To learn more -> join engineers and leads from Meta, Google, IBM, Revolut in my cohort-based course here: https://lnkd.in/exsYfM54 (24 hours left to sign up!).

So simple, yet overlooked.

What you can do is limited. But a team’s impact scales.

Real impact comes from being a multiplier.

Learn more in this Engineering Leadership article: https://lnkd.in/ezWydu8T

Meetings don’t create alignment. Decisions do.

If no one leaves the room knowing:
- what was decided
- who owns it
- what happens next

It wasn’t a meeting, it was a calendar placeholder.

Make sure to respect people’s time.

End meetings with decisions, or don’t have them at all.

Learn how to create meetings that engineers will love in this Engineering Leadership article: https://lnkd.in/ekZcdgGu

Pramoda Vyasarao went from being laid off at Meta to doing an MBA in Solopreneurship.

Meta laid off 11,000 people in January 2023, and his position as Head of Data Engineering was one of them.

He took a 2-month break to reflect on next steps, and that's when he got an idea and asked himself: What if I take a two-year break and do something on my own?

This is what he did:

1. His first product: one-on-one coaching
This was the easiest place to begin for him. He had done this at Oracle and Meta as an organizational leader. He didn’t need preparation or certification.

2. Cohort courses
Within two months, he realized one-on-one coaching doesn’t scale. That’s when he thought of online cohort courses. He started with one course and then added 3 more.

3. Digital courses
To scale further, he converted all four courses into digital products. To save time, he hired contractors to record his live sessions and professionally edit them.

4. Published a book
He published a book called Beyond Your Limits with the endorsement of Dr. Marshall Goldsmith.

5. Started to write a newsletter
He started posting on LinkedIn in March 2023. Later, in a consulting session with Justin Welsh, he convinced him to start a weekly newsletter.

After 2 years, he returned to tech, but not the same person.

Returning to corporate life felt different for him. He no longer defines himself by a title. He carries the mindset of an entrepreneur, comfortable with ambiguity, focused on impact, and willing to take calculated risks.

To learn about his full story, read the latest Engineering Leadership article: https://lnkd.in/ds6TWcvD

Coinbase scaled their hiring to 150 engineers per month over the pandemic.

How did they do it?

1. They standardized the searches

Previously, for every new hire, it would be required to draft a “job spec”. With standardization, you could only hire a frontend engineer, a backend engineer, a crypto engineer, an infra engineer, or an ML engineer (and a few others).

2. They moved from hiring in SF only to nationwide

And later to 10+ countries. This resulted in a massive increase in talent pool size.

3. Interviewing became centralized

Candidates weren't screened by their future hiring manager or peers anymore, but rather by any Coinbase engineer. This massively opened up the interviewer capacity.

4. From hiring manager round-ups to centralized hiring panels

Each day with a rotation, one Coinbase leader would host a hiring panel (with 5-6 senior managers), where all the interview packets feedbacks were reviewed and decided which ones would move to offer and which ones would be rejected.

This gave them the ability to process 40-50 candidates at the pre-offer stage a day.

5. The offers became standardized and non-negotiable

No back and forth with the candidate. Both base salary and equity were directly related to the level you would be hired in, no exceptions allowed.

To learn more, make sure to not miss tomorrow's Engineering Leadership newsletter.

Luca Bonmassar, Former VP of Engineering at Coinbase, is sharing a lot of interesting insights on how they scaled hiring.

To not miss tomorrow's article, make sure to join 180k+ engineering leaders here: https://lnkd.in/eNSKBMUf

Structure stories with CARL instead of STAR for a behavioral interview.

This is what Austen McDonald recommends, and here is his reasoning.

CARL stands for:
Context: The background of what was happening and why it mattered
Actions: The specific steps you took (plural, not singular)
Results: What changed and the impact you made
Learnings: What you learned or would do differently

The key difference is that CARL combines Situation and Task into Context, eliminating the mental energy wasted trying to separate them.

And it adds Learnings, which gives you a platform to demonstrate the depth of wisdom that separates senior engineers from less experienced ones.

Learn all about how to nail behavioral interviews in the latest Engineering Leadership article: https://lnkd.in/eN5qJy7g

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The Battle

Gábor Till

Gregor Ojstersek

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taplio

The Battle

Gábor Till

Gregor Ojstersek

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Gregor Ojstersek's LinkedIn Performance

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Performance ScoreGregor Ojstersek's LinkedIn Performance