“I partnered with Trevor on Instagram . He had technical , strategic & personal influence over many projects including strategic planning, technical design, implementation and operations phases of development. Trevor is a team player who supports & mentors others 24/7 . He has broad technical skills across multiple stacks: our team alone had 5 stacks ranging from server, web, client JS, native mobile & data pipelines in python. He's a great mentor and partner who worked closely to help me onboard and become effective on the team. He set a high bar establishing alerting & quality standards with clear expectations for junior team members. I hope we get a chance to work together again soon.”
About
I deliver high-quality, timely solutions and take responsibility to help others do the…
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Early Comet Android users are completing their coding projects on Vercel from their phones now! A general agent on your phone is going to give you a…
Early Comet Android users are completing their coding projects on Vercel from their phones now! A general agent on your phone is going to give you a…
Liked by Trevor Ford
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I tried to give something away for free. No one wanted it. Last week, I listed a perfectly good IKEA rug on my local “Buy Nothing” group. No stains.…
I tried to give something away for free. No one wanted it. Last week, I listed a perfectly good IKEA rug on my local “Buy Nothing” group. No stains.…
Liked by Trevor Ford
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Let's rewind 20 years. It's 2005, Tom Anderson, better known as “Myspace Tom,” sold his social network to NewsCorp for $580 million. At just 34…
Let's rewind 20 years. It's 2005, Tom Anderson, better known as “Myspace Tom,” sold his social network to NewsCorp for $580 million. At just 34…
Liked by Trevor Ford
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Education
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Patents
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Efficient Creation Of Drafts Associated With Sponsored Content
Issued US 10,237,227
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Custom Audience Generation Using Engagement Targeting
Filed US 20180158099
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English
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French
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German
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Recommendations received
78 people have recommended Trevor
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Dalhalla, a former limestone quarry in Sweden's Dalarna region, has been transformed into an extraordinary open-air theater that rivals ancient…
Dalhalla, a former limestone quarry in Sweden's Dalarna region, has been transformed into an extraordinary open-air theater that rivals ancient…
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You can learn so much about software engineering just by watching "The Black Phone": 0. The black phone is your legacy system 👻 It's old…
You can learn so much about software engineering just by watching "The Black Phone": 0. The black phone is your legacy system 👻 It's old…
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Google just nuked an entire category of startups 🤯 Their new File Search Tool (terrible name) is basically a hosted RAG system built into the…
Google just nuked an entire category of startups 🤯 Their new File Search Tool (terrible name) is basically a hosted RAG system built into the…
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The insurance world is finally waking up to preventative health. Using AI to analyze wearable data (sleep, HRV, steps) is a smart, necessary…
The insurance world is finally waking up to preventative health. Using AI to analyze wearable data (sleep, HRV, steps) is a smart, necessary…
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Mourad Zerroug
I’ve been thinking a lot about accountability—and how misunderstood it often is, especially in fast moving teams. Too often, it gets lumped in with blame and negative consequences after things go wrong. But that’s not how I see it. Real accountability is about clarity and ownership. To hold someone accountable means to be sure there is clarity in expectations and objectives. It’s knowing what success looks like, what’s expected, and why it matters. When managers and engineers have that kind of clarity—and the support to get there—they rise to the challenge. Not because someone’s watching, but because they believe and care. Without clear goals or a shared definition of “done,” and without the right amount of empowerment, accountability isn’t just ineffective—it’s unfair. The best teams I’ve worked with aren’t afraid of being accountable. They want to own things, to ship great work, to know where they stand. But they can only do that when we set them up for success: with the right context, tools, trust, and space to build. As leaders who like to make accountability part of our culture, we must provide all these. Accountability done right isn’t pressure—it’s pride. Would love to hear what you think.
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Slawomir Tulski
Rule of thumb: under-promise and over-deliver! If your partners agreed to an under-promised (safe) ETA, all good and ethical. If you managed to deliver more earlier, that's great - your partners will have a pleasant surprise. If you delivered on time what was initially scoped, all good as well. Keep in mind that there's always a game played in the background. Your stakeholders have tight deadlines, so if they have slippage, there's a safety buffer. But there are expectations that they'll make it. So, they push others in exactly the same manner, trying to get tighter ETAs to de-risk. This propagates, aggregates, and makes everything top priority, as if it should be delivered yesterday. In reality, most things are negotiable and often not as urgent as presented.
8 Comments -
Bhavin Surela
What does it take to build a successful engineering organization? 🚀 It’s not just strategy decks or scaling headcount. It’s the messy, behind-the-scenes work—building clarity when there’s chaos, balancing autonomy with alignment, and constantly evolving your architecture and culture as you grow. I’ve spent the last few years learning (and re-learning) this. So, I wrote a 3-part blog series to share some nuggets. If you're leading (or hoping to lead) at scale, I hope there's something useful in here for you. Would love your thoughts, and even more—your own lessons 🙂 #engineering #leadership #lessonslearned
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