Becoming an engineering manager is a matter of gaining fulfilling opportunities — and losing some in the process.
Rather than spend hours writing code or solving complex technical challenges, engineering managers focus much of their time on people and strategy. That’s why some engineers who consider themselves “code warriors” may question if they even want to step into a management role, despite it being a seemingly natural next step in one’s career.
Matthew Whitt was once one of those ardent engineers who was reluctant to let go of their role. But when he was first offered the chance to become a manager several years ago, he decided to give it a try — and soon enough, his reluctance gave way to true enjoyment.
“Though I was no longer an individual contributor, I was a force multiplier for my team, helping them grow in their careers and positioning the team for success,” Whitt said.
“Though I was no longer an individual contributor, I was a force multiplier for my team, helping them grow in their careers and positioning the team for success.”
Now a senior engineering manager at Jabra Hearing, Whitt has had the chance to continuously grow his leadership skills with help from managers and the right resources. And as a result, he feels empowered to make an even bigger impact — and help others do the same.
Any engineering manager will tell you that this transition isn’t easy. Yet with the right mindset, it can be a fulfilling next step in one’s engineering career.
“If you focus on growing your leadership skills, helping others grow and constantly reflecting on how you can improve as a manager, you’ll find it both fulfilling and impactful,” said Jake Lieman, senior director of engineering at Iodine Software.
See what else Whitt, Lieman and seven other engineering managers had to say about breaking into engineering, how they successfully navigated the transition and the advice they’d give to engineers interested in becoming managers themselves.
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BAE Systems specializes in building products for air, land, space and naval military forces in addition to developing solutions for use across a wide range of industries, including commercial transportation and aviation.
What first led you to explore the idea of moving from an engineering role into a managerial position?
The first conversations I had about transitioning to management were very theoretical discussions with colleagues about the promotion track of engineering roles. We discussed how one might continue to progress their career past the level of a technical fellow. Management roles, either as a program manager or functional manager, are the most logical next step.
When an opportunity for a functional management role opened, my officemate encouraged me to apply. My program role at the time had taken a decidedly functional spin, which involved the selection of new personnel and managing team dynamics. During this transition, I was enjoying the personal aspects of helping the team grow and finding roles that fulfilled them. I began to think a functional management role might be a good fit for me. This kind of opportunity doesn’t come around often, so I went for it and took the plunge.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
My memory is that I swung into action quickly; there wasn’t much time to prepare to change roles. I did quite a lot of learning by doing and making mistakes — there were plenty — and trying out new ideas. Both my manager and my fellow co-managers have been beyond patient in answering questions, giving me advice and offering encouragement as I sit here today.
“I did quite a lot of learning by doing and making mistakes — there were plenty — and trying out new ideas.”
I would say my biggest challenge was being responsible for a budget. I had taken cost account manager training, so I understood the theory, but there are miles of difference between theory and reality. There was a lot to learn about the practical implementation of generating a budget and tracking actuals to make sure you were working within your means. Fortunately, my predecessor had made several useful tools for both budget generation and tracking, so I had some great annotated examples to start from. I highly recommend taking over from anyone who was an analyst by training if you get the chance.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
For a functional management role, don’t panic when you find yourself under water and feeling like you don’t know what you’re supposed to be doing. I’ve been told by multiple managers that it’s completely normal to feel overwhelmed for at least a year. I found this to be an accurate estimate, but I also found that my fellow managers were always willing to offer advice when I asked for help. Most of us coming from a technical background have no formal management experience, so the first year is spent learning all the things you didn’t know that you didn’t know. Have faith in your good judgement, and just keep paddling — eventually, you will figure out which way is up.
What I wish I had known before making the change is how rewarding it can be to help people progress in their careers, and how much the small things I do can have a big impact on making their work lives easier. Lastly, being able to see how we operate at a company level is interesting and has helped me understand why we make some of the decisions that we do. It’s a perspective that I didn’t have when I was working on just one program.
Braze is a customer engagement platform that powers lasting connections between consumers and brands they love through cross-channel messaging and journey orchestration as well as Al-powered experimentation and optimization.
What first led you to explore the idea of moving from an engineering role into a managerial position?
The team I originally joined at Braze had started to grow, focusing on multiple areas of the business versus on just one single mission. So, we decided to create a new team to keep things organized, and my manager put my name in the hat for the engineering manager role.
I led small engineering teams at startups earlier in my career, so I already knew it was something I would enjoy. The main difference in this case is that Braze was no longer a small startup. I found the idea of building a team at a more stable company more compelling because I’d actually get to work with engineers long enough to see them grow in their career.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
I went through onboarding and training like any newly hired manager would. Being a part of that new-hire cohort helped me start switching gears and offered a built-in support network. Afterwards, my manager gave me a more unofficial crash course and shared some of the frameworks he used so I wasn’t starting from scratch on my first day. I also got assurance that I could go back to an engineering role if I didn’t like the change after all, which helped take some pressure off.
Other than that, it was learning by doing. There’s only so much you can theorize about people management, and I appreciate that I was trusted to jump into it and improve along the way. One of the main challenges I’ve had, as someone who spent over a decade writing code, is remembering that coding is now pretty far down the list of important things I can do. For me, this just took time to get over. I still contribute technically where I can, but at this point, I find more joy in working with someone through a tough project and seeing them succeed.
“I still contribute technically where I can, but at this point, I find more joy in working with someone through a tough project and seeing them succeed.”
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
There is a lot of overlap in what makes a good engineer and a good manager. If you can identify and develop those traits early on, you’ll be more successful in either role. For example, help your teammates when they’re stuck, call out process failures and work on fixing them, focus on measurable outcomes and try to make your team more effective. Making 10 people just 5 percent more effective is more approachable — and repeatable — than trying to make that 50 percent jump on your own.
Osano’s data privacy management platform helps organizations streamline and automate compliance tasks.
What first led you to explore the idea of moving from an engineering role into a managerial position?
I’ve been inspired and empowered by several mentors over the years who helped me both personally and professionally. They impacted my career development as a software engineer, and I wanted to have a similar impact on others. After spending over 10 years in an individual contributor role, which I loved, I wanted to expand my scope of impact and spread the knowledge I learned to other software engineers as they navigate and exceed their career goals, too.
As a software engineer specializing in DevOps, test automation and quality assurance, I have a passion for improving processes, quality and efficiency within the engineering team. With this background, I felt my well-rounded skill set as an individual contributor could serve as in-depth knowledge for my team. I also really enjoy mentoring and coaching others, so naturally, when the opportunity arose at Osano to become an engineering manager, I immediately knew it was for me.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
My manager at Osano, CTO and Co-Founder Scott Hertel, was extremely supportive throughout the entire promotion process. Making any career change can be challenging, but I felt empowered to move from a software engineer in test to an engineering manager due to the opportunities I had to grow my leadership and technical skills through mentorship, especially in an early-stage startup. Moving into a leadership role requires a lot of empathy, direct and inspiring communication, a strong work ethic and the technical skills to back it up.
“Moving into a leadership role requires a lot of empathy, direct and inspiring communication, a strong work ethic and the technical skills to back it up.”
Being a manager also requires taking accountability, training and coaching, and learning a lot about yourself and the culture you want to create on your team. So far, I’ve learned balancing efforts between people and processes is vital to maintaining a strong culture, as well as helping my team prioritize their work effectively.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
I think it’s important to be excited to mentor and lead others, while still enjoying the technical challenges which will come up often. Being in lockstep with your manager and identifying opportunities to improve your leadership skills will help immensely before an actual promotion occurs, too. This way, the team will see you as a reliable team leader early on, making the transition even easier when you do move into a manager role.
Recently, when my team implemented Osano’s first incident on-call alert system, I wish I would’ve known that it’s normal to experience a healthy amount of friction to make necessary change happen. I learned this aspect from my current manager, Osano SVP of Engineering Joe Bulger; healthy friction often leads to better outcomes and improved alignment going forward. As a manager, it’s our role to guide, coach and support our teams through change — it’s the only constant in an ever-changing world.
What first led you to explore the idea of moving from an engineering role into a managerial position?
For me, the idea of transitioning into management was something that evolved over time. Early in my engineering career, I was highly focused on building and solving technical problems, but as I grew within my roles and took on more responsibility, I found myself increasingly involved in mentoring junior engineers, collaborating cross-functionally with product and design teams, and thinking about how we could make our processes more efficient. I started enjoying the impact that I could have not only through the code I wrote but by shaping the direction of the team and the product as a whole.
While I was driven by my own desire for growth, a few key leaders and mentors in my career played a crucial role in helping me see the potential for moving into a management role. They encouraged me to think more broadly about leadership and gave me the confidence to pursue it. A lot of the decision-making was based on my desire to scale my impact. I had enjoyed being a technical contributor, but I realized that by leading and guiding a team of engineers, I could make a much larger difference, especially in a rapidly evolving field like healthcare technology.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
The transition from an individual contributor to a manager was challenging, but I was fortunate to have the support of mentors and took on leadership roles in cross-functional projects. I also received training in communication, conflict resolution and strategic thinking to build my management skills.
The biggest challenge was shifting my focus from coding to empowering my team, while also balancing product deadlines and strategic goals. Another challenge was learning how to handle interpersonal dynamics and team conflicts. In engineering, you often solve problems with code, but as a manager, you need to solve problems with people and process. It required a new set of skills, including empathy, active listening and making tough decisions that, though sometimes unpopular, were essential for the team’s well-being.
To overcome these challenges, I made a point of being transparent with my team about my learning curve and solicited regular feedback. I also leaned heavily on my network of peers and mentors for advice. Over time, I realized that the most important part of my role was to foster an environment where my team felt supported, trusted and empowered to succeed.
“Over time, I realized that the most important part of my role was to foster an environment where my team felt supported, trusted and empowered to succeed.”
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
My advice to engineers transitioning into management is to develop a broad skill set beyond technical expertise. Engineering management is about guiding a team, creating a vision and removing obstacles, not just solving technical problems.
One important lesson I wish I had known is how much the focus shifts from individual contribution to team success. As a manager, success is measured by the health and growth of your team, not personal productivity, which takes time to adjust to. I encourage engineers to start by taking on smaller leadership responsibilities, such as mentoring, leading small projects or coordinating cross-functional work. Gaining experience in these areas will better prepare you for managing people and optimizing team performance.
Lastly, be patient with yourself. The transition into management can feel overwhelming at times, but with the right support and mindset, it’s one of the most rewarding roles you can take on in your career. If you focus on growing your leadership skills, helping others grow and constantly reflecting on how you can improve as a manager, you’ll find it both fulfilling and impactful.
Tebra’s electronic health records solution helps independent practices streamline their work, deliver more effective patient care and simplify the billing and payments process.
What first led you to explore the idea of moving from an engineering role into a managerial position?
I went through his transition twice in my career. The first time was motivated by the company’s need for a new team. I was the most tenured individual contributor and naturally was asked to take on the role.
The second time was after the manager of my team left the company and we couldn’t find a good replacement for several months. The team was trying our best to carry on while the search went on, but it was clear that we needed a leader. A team member mentioned that he thought I’d be a good fit for the role. After some soul-searching, I decided to apply for the role.
How were you supported to make the shift to manager? What were the biggest challenges you faced after changing roles?
The most significant support came from the team members. They allowed me to feel comfortable in the new role and worked with me so that we could be successful as a team. I also believe that the culture within the organization, other leaders and mentors helped me find out the type of manager I wanted to be. This was not something I had thought of going into my first stint as a manager.
“The most significant support came from the team members. They allowed me to feel comfortable in the new role and worked with me so that we could be successful as a team.”
My biggest challenge was understanding the level of soft skills and interpersonal skills required to be a good manager and working on those skills. I improved in this area by consulting more experienced managers and reading books to first understand what areas I need to improve on.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
A lot of people think of becoming a manager as a natural progression in an engineer’s career. However, it transformed a lot in my case, from everyday activities to how I think about almost everything at work. I find myself distanced from solving technical problems, which I very much enjoy, on a daily basis. I’m focused more on people and what I can do for them, whether they are team members, other colleagues or customers. I have grown as a person through this transition and am enjoying this role. The shift is not easy, and that is why many managers go back to becoming an individual contributor. If the role sounds like something you’d enjoy, just give it your best shot!
VSCO’s platform enables photographers to enhance their content using a video and photo editor, connect with other creative professionals and gain exposure to brands.
What first led you to explore the idea of moving from an engineering role into a managerial position?
We had been operating without a manager for quite some time. The search for a new leader kept coming up short. I had been de-facto leading the team, and now that I look back at it, I think the reason we couldn’t find a manager we liked was because we had a high bar to replace our prior leaders.
Our vice president of engineering and I had some pretty in-depth conversations about what we were looking for, and the traits aligned with how I would have wanted to show up as a leader. With her encouragement, I decided that maybe I should break off into management versus being an individual contributor. It wasn’t a decision that came lightly, as even to this day, I love to crank out code. Finally, I asked the team if I was the type of leader they were looking for and if it was OK if I became their leader. Everyone on the team agreed and were very supportive of me taking on that role. Thus, the journey began.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
One of my biggest challenges once I changed roles was letting go. I kept wanting to spend hours a day working in the codebase but was drowning in a new block of meetings that had started to appear. Trusting the team to handle my tasks and building out the team to replace my skill sets let me slowly step out of an individual contributor role and onto my management track. VSCO also has an amazing set of meetings where we get together as leaders and talk about our challenges in a safe space. Everybody thinks that their challenges are unique, but we often run into the same things regardless of our team structure or technology.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
Trust your gut. Talk to your other leaders — and do it often. Your senior leaders are there to share their knowledge and are always a great litmus test when trying to understand if you are doing the right thing. Trust your team to make the right decisions and give them the freedom to do so. If they falter, help them understand why, and take steps to help them improve. You can learn what your team needs by doing something as simple as asking them what they need.
“Talk to your other leaders — and do it often.”
You’re not going to be the perfect manager on day one. Everything you think you need to know about leadership is a great start, but sometimes, it’s the situations that you’re faced with and the challenges that come day to day that really propel you as a leader.
CompanyCam’s app enables commercial and home services contractors to document and share work progress in real time.
What led you to move from an engineering role into a managerial position?
For me, the big thing was areas of focus and what I enjoyed. While I enjoyed writing code, it was really because I enjoyed solving problems. Specifically, I enjoyed helping to impact users. So, management was something that I saw as a way to impact other engineers; to help them have fulfilling work and work-life balance.
I recognized the significance of pursuing fulfilling work and maintaining a healthy work-life balance. Although I did not have a manager or mentor to guide me toward management, I learned from my experiences and observations that these elements are crucial for personal and professional growth. I also believe a manager’s job is to create a “10x environment.” There is this notion that there are these mythical “10x engineers” who can do way more than anyone else. But I personally think there are environments that allow anyone to be the 10x version of themselves — and, conversely, environments that stifle someone — by being given clear direction and bounded autonomy, and I wanted to help create an environment where people thrive.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
I made this shift by starting my own company. I really didn’t have much support or guidance, and a lot of it was figuring things out as I went. One of the challenges I faced was letting go of my perception of productivity. Previously, I defined a productive day as shipping code or building something tangible. However, as I transitioned into a managerial role, I realized that I no longer produced in the same way, which was difficult to accept. I had a conversation with someone who helped me shift my perspective, which was truly impactful.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
The biggest advice is to sit down and catalog what you enjoy about work. Do you really enjoy finding the perfect technical solution to something, or do you enjoy the work because of what it produces?
Pay attention to your motivations and what you do when you have free time. For example, some people really like finding the right thing to unblock someone and having conversations about a person’s future and personal development. If this sounds like you, you’d likely enjoy being a people manager.
“Pay attention to your motivations and what you do when you have free time.”
Something I wish I had known beforehand would be just how taxing it can be to have lots of conversations every single day. The type of mental drain from having conversations can be different from that of writing code or solving technical problems. You might only have three meetings in a day, but if all of them are one-on-one meetings with high performers who are happy in their roles, the conversations should be relatively easy. However, they still require you to be fully engaged, and that level of engagement can be mentally taxing.
Analytics8 is a data analytics consultancy that offers services such as data governance, cloud architecture optimization and generative AI implementation.
What first led you to explore the idea of moving from an engineering role into a managerial position?
I’ve always viewed a move into management as a critical career step. Over the years, I advanced from an analytics engineer to a managing consultant and, ultimately, vice president of consulting, gaining valuable experience with each role.
Along the way, I naturally gravitated toward mentoring and coaching others in informal settings, which reinforced my desire to lead formally and at a larger scale. When a management position unexpectedly opened up, I was excited yet almost hesitant to apply, uncertain about stepping fully into the role. My wife’s encouragement reminded me that without trying, I’d never truly know if I was ready. Her push was pivotal; I’m grateful for her insight and the journey it set in motion.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
My boss, COO Brian Yaremych, was instrumental; he provided a blueprint and guided me as I transitioned into the role. At the same time, another colleague was promoted, and sharing that experience with him gave us both a valuable sounding board.
My biggest challenge was shifting from peer to manager, especially as a younger leader now responsible for managing a few team members with more experience than I had. To navigate this, I focused on being both an advocate and an accountability partner. As an advocate, I actively listened, coached and championed each member toward the career goals we set together. This built trust and showed my commitment to their growth. As an accountability partner, I kept them aligned with those goals, holding them to the standards we agreed upon. This balanced approach established a two-way relationship based on trust and credibility — values I carry forward in every role.
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
Don’t pursue management just to check a box. People management requires commitment to the growth and well-being of your team. My advice: if you’re considering management, make sure it’s because you’re truly passionate about helping others reach their potential.
“Don’t pursue management just to check a box.”
When I first started, I assumed everyone shared my motivations, and I approached management through that lens. It didn’t serve my team well, as I quickly realized that each person has their own unique drivers and goals. Taking the time to understand these individual motivators made all the difference — not just for their success but also for building trust and lasting relationships. Even years later, I get messages from former team members doing well, which is a testament to those relationships built through genuine understanding.
Jabra Hearing develops a variety of hearing aid solutions, offering an online test designed by audiologists that enables consumers to gauge which product suits their needs.
What first led you to explore the idea of moving from an engineering role into a managerial position?
I’d considered management for years — an exciting next step in my career — but was reluctant, afraid that I would lose my edge. The opportunity to move into a management position was first offered to me almost four years ago at a previous company, and while anxious, I decided to give it a chance. To my relief, I loved it, and the experience opened my eyes. Though I was no longer an individual contributor, I was a force multiplier for my team, helping them grow in their careers and positioning the team for success.
I originally joined Jabra Hearing in a lead IC role in an effort to return to my core passion, software engineering. I wasn’t at all surprised to find that I missed the daily challenges of management. Knowing my history and interest in people management, Jabra Hearing offered me a promotion less than a year later into a manager role that still included the IC work that I love.
How were you supported to make that shift? What were the biggest challenges you faced after changing roles?
What I appreciated most about that transition was the balance of support and trust from the vice president of software engineering. I had the time and resources to grow into my role and was encouraged to develop my own leadership style. A key part of being a leader is proactively identifying opportunities not just for improvement but for ownership, and I’ve been supported in doing so from the start. As a senior engineering manager with IC responsibilities, my biggest challenge is always time management, whether it’s lending my expertise, developing features or engaging with my reports. I overcome this by introducing efficiencies, reducing unnecessary meetings and encouraging frequent asynchronous communication, which has greatly streamlined my work.
“A key part of being a leader is proactively identifying opportunities not just for improvement but for ownership, and I’ve been supported in doing so from the start.”
What advice do you have for engineers looking to move into a management role? What do you wish you had known before making that change yourself?
If you’re considering making the change yourself, my advice is simple: Take every opportunity to lead, and always remember that you’re part of a team. Be a force multiplier and uplift those around you. With time and success, the transition to management will feel like a natural next step.
What do I wish I had known before? Management isn’t a one-size-fits-all career — your experience will be unique and may differ greatly from others. If you enjoy leading and want to make a larger impact, I encourage you to give it a try!
