Engineering managers must shift from shielding teams to proving impact, shipping visible value, and owning customer dialogue in the post-ZIRP operator era.
The piece warns that the old ZIRP-era playbook of hiring aggressively and protecting teams is dead. Managers now answer to investors who demand hard evidence of impact, not just happy teams or sprint health. The shift forces a new operating model where you are accountable for moving the needle in real business terms.
You are expected to sit in on customer calls, read support tickets, and translate pain points directly into the roadmap. Without that front-line visibility you become invisible to the business and risk cuts. The article stresses keeping a living list of shipped features, who uses them, and the measurable changes they bring.
Presenting work to executives is no longer optional. Slides and storytelling matter because you must shape the narrative around outcomes, not just output. Ruthless prioritization is required: gold-plating is gone, scope must be cut, and bets need clear business ties. The cost of saying no is high, but the cost of shipping the wrong thing is higher.
If you only manage process and hide behind Jira tickets, you will be marked for reorg or extra responsibility. Surviving leaders make themselves and their teams indispensable by delivering visible value, owning customer feedback, and constantly proving ROI. The article ends with a stark reminder: pressure is real, stakes are higher, and complacency will be punished.
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