Engineering leadership isn’t just about managing tasks—it’s about guiding teams with purpose. In this episode, Nadav Eiron, SVP of Cloud Engineering, shares his experience in leading organizations, scaling teams, and challenging common misconceptions about big and small companies.
The conversation explores what makes a true team, how leaders align individuals toward a common goal, and why scaling isn’t just about speed but also about tackling larger challenges. Nadav also shares insights on remote work, communication, and hiring leaders who can take a company beyond its current stage.
This article distills his key takeaways—lessons every engineering leader can apply to build stronger teams, communicate effectively, and scale with purpose.
The Fundamentals of Effective Engineering Leadership
The Difference Between a Team and a Group of Individuals
A team isn’t just a collection of skilled people—it’s a unit working toward a shared goal. Without alignment, even the most talented group will struggle to make progress.
Nadav Eiron explains that leadership isn’t just about managing tasks—it’s about shaping a mindset. Engineers naturally focus on their work, but a strong leader helps them see the bigger picture. When people understand how their contributions impact the whole, they shift from working individually to thinking as a team.
So how do you turn a group into a true team? By giving them a clear, meaningful mission. Engineers don’t just need instructions—they need purpose. They should know what they’re building, why it matters, and how their role contributes to success. When leaders define a strong vision, alignment happens naturally.
Motivating Engineers Toward a Common Goal
People want to work on something meaningful, but they don’t always say it outright. Nadav points out that engineers—despite their technical focus—are social beings. When given the right mission, they’re willing to put team success above personal interests.
The key is not forcing alignment but creating an environment where it happens naturally. Engineers work best when they’re challenged, trusted, and given the freedom to solve problems their way. Motivation isn’t about top-down control—it’s about giving them a reason to care.
At its core, great engineering leadership isn’t about pushing people forward. It’s about making sure they’re all running in the same direction—because they want to.
Communication and Team Identity in Engineering Organizations
Managing Diverse and Distributed Teams
Engineering teams are rarely uniform. They vary in function, expertise, and even location. As teams grow, maintaining a shared identity becomes harder. Without alignment, teams can feel isolated, leading to miscommunication and inefficiency.
Nadav Eiron shares an experience from his time at Google, where he managed teams in both California and Zurich. The challenge? Ensuring the Zurich team didn’t feel like an afterthought. Were they just an extension of the main team, or did they have their own unique identity? Leaders must balance both perspectives—giving teams local ownership while ensuring they stay connected to the company’s broader mission.
So, how do you keep distributed teams united? By making communication intentional. Leaders must set clear expectations, ensure transparency, and reinforce that no matter where someone is located, they are an essential part of the bigger picture. A strong team isn’t about being in the same place—it’s about thinking in the same direction.
Balancing Autonomy and Collaboration in Engineering Teams
Collaboration is important, but too much of it can slow teams down. Many companies fall into the trap of involving too many people in every decision, leading to unnecessary meetings and delays. Engineers work best when they have the freedom to own their tasks while still staying aligned with the team’s goals.
The key is structured independence. Leaders should define clear roles and responsibilities, ensuring that individuals have ownership without working in isolation. This is where strong interfaces—both in technology and teamwork—make a difference. Just like well-designed APIs allow different systems to communicate efficiently, well-defined team structures ensure smooth collaboration without bottlenecks.
At its core, leadership isn’t about micromanaging or letting chaos take over—it’s about finding the balance between autonomy and teamwork so that engineers can move fast without breaking alignment.
The Reality of Scaling Engineering Teams
The Stigma of Big Companies Moving ‘Slow’
There’s a common belief that big companies move slowly while small companies move fast. But as Nadav Eiron explains, this isn’t about speed—it’s about complexity.
At a large company, engineers often have better infrastructure, automation, and tooling. They don’t waste time setting up systems from scratch or handling operational overhead. This should, in theory, allow them to move faster.
But the real challenge? Big companies solve bigger problems. Nadav shares that early in his career, a mentor told him:
“All problems are easy until you scale them up.”
This is exactly why large companies take longer to ship changes. A startup might build a feature in a week, but a tech giant has to consider security, compliance, and integration with multiple systems. It’s not about inefficiency—it’s about managing risk at scale.
Meanwhile, small companies can move quickly because they ignore many of these constraints. But as they grow, they must introduce structure—or risk breaking down. Nadav emphasizes that the real challenge isn’t speed—it’s knowing when and how to introduce structure without killing momentum.
The Role of Leadership in Scaling Teams Effectively
As teams grow, communication—not talent—becomes the biggest bottleneck. Nadav shares an example from his time at Google, where even in the same office, people would dial into meetings instead of walking down the hall. Physical presence doesn’t equal better communication—clarity does.
So what can leaders do? Simplify communication. Nadav highlights two key strategies:
- Define clear ownership – Without clear roles, teams waste time navigating overlapping responsibilities.
- Minimize unnecessary dependencies – Just like in software, teams work best with well-defined interfaces, not constant back-and-forths.
Big companies aren’t slow because they’re inefficient—they’re slow because they’re solving bigger, more complex problems. The best leaders don’t control every decision; they set up the right structure, create autonomy, and remove obstacles.
Hiring the Right Leaders for the Right Growth Phase
Hiring for Future Growth, Not Just Present Needs
Many companies hire based on immediate needs, but Nadav Eiron argues that this short-term mindset can slow growth. Instead, companies should hire leaders who can take them to the next level, not just manage where they are today.
A common mistake? Hiring someone perfect for today’s challenges but unprepared for what’s ahead. Nadav explains that a leader from a larger company has already seen the road ahead and can help a growing business avoid common pitfalls. Small companies aiming to scale benefit from leaders who understand the right timing for introducing structure, optimizing communication, and balancing speed with stability.
Waiting until growth happens to bring in experienced leadership is risky. By the time you feel the need, it might already be too late. The right hire can create systems that grow with the company, rather than constantly playing catch-up.
The Transferability of Leadership Skills Across Company Sizes
There’s a common belief that leaders from big companies can’t adapt to small ones—and vice versa. Nadav disagrees. The real question isn’t where someone worked before—it’s whether they can adapt their experience to a new environment.
Large companies have structure, processes, and established best practices. Start-ups, on the other hand, require agility, quick decision-making, and resourcefulness. A leader moving between these worlds must know when to bring in structure and when to let things stay flexible.
Nadav emphasizes that diverse leadership experience is a strength. Someone who has worked in both startups and enterprises brings a unique perspective. They know when to move fast and when to slow down to build long-term stability.
Great leadership isn’t about sticking to a single framework—it’s about understanding what a company needs at its current stage and shaping strategy accordingly. The best leaders don’t force big-company processes onto a startup or expect a large organization to function like a scrappy team. Instead, they adjust their approach to fit the company’s growth stage.
Conclusion: Purpose-Driven Leadership at Scale
Great engineering leadership isn’t about managing tasks—it’s about creating alignment, simplifying communication, and preparing for growth. Nadav Eiron’s insights show that scaling isn’t just about speed but solving bigger problems efficiently.
Small teams move fast by ignoring constraints, while large teams need structure to sustain success. The key is introducing structure without slowing momentum. Clear ownership and streamlined communication prevent bottlenecks, keeping teams focused and agile.
The best leaders hire for the future, not just the present. Those with experience scaling teams bring the foresight to avoid pitfalls and guide a company’s next phase. Leadership isn’t about rigid frameworks—it’s about adapting to what the company needs at every stage.
At its core, successful leadership is about vision, clarity, and setting teams up for long-term success.
