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Scaling Engineering Teams

Structure, hiring, and process from five engineers to fifty

Engineering organisations fail in predictable places: the first time one team becomes three, the first time nobody knows who owns a service, the first time hiring outpaces onboarding. This guide maps those transitions and the specific changes that carry a team through each one.

Who it's for

Engineering leaders and founders growing past the point where everyone fits in one standup.

What you'll take away

  • An ownership map template that makes on-call unambiguous
  • A structured interview rubric you can use next week
  • The four delivery metrics that show whether growth is working

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What's inside

  1. 1The three growth transitions and what breaks at each
  2. 2Team topologies: ownership boundaries that survive reorgs
  3. 3Hiring that predicts performance, not interview practice
  4. 4Onboarding to first production change in a week
  5. 5Delivery metrics worth tracking, and the ones that mislead
  6. 6Keeping decision speed as headcount grows

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