I'm an advocate of organizing larger teams into smaller, faster, cross-functional squads. This structure helps sharpen both objectives and responsibilities while fostering self-sufficiency, enabling everyone to work more effectively and efficiently.
To meet our goals, it’s essential to periodically review and adjust squad compositions to ensure the right skills are in place and the team remains balanced. I strive to make these adjustments as minimally disruptive as possible because, in my experience, change can sometimes create anxiety—especially when squads have built strong bonds, work seamlessly together, and consistently deliver results. Preserving that harmony is a priority for me. When additional capabilities are needed and the situation allows, I prefer cross-training team members rather than reassigning them. This approach not only strengthens the squad but also supports individual growth—a win-win for everyone involved.
Successfully building, refining, balancing, or even retiring squads requires a deep understanding of your team—their strengths, working styles, and preferences—as well as a clear grasp of workstreams and project requirements. With this foundation, it becomes much easier to create high-performing teams that thrive.
I have consistently embraced Agile and Scrum principles, tailoring ceremonies to align with the specific needs of each project. If a particular practice isn’t delivering value, I’m quick to adapt—whether that means combining it with another approach or removing it altogether to optimize development time.
One of my proudest achievements as a new Team Lead was reducing unnecessary meetings by 5–6 hours per week after identifying they weren’t contributing meaningfully. The development team greatly appreciated this change!
I thrive on the energy of project kick-offs, the clarity that comes from effective requirement refinement sessions, and the confidence that well-crafted user stories bring. My approach is simple: review, report, unblock, and repeat.