Name: Joe Sweeny

Title: VP of Engineering

Organisation: Intelligence Fusion / Sigma7

A seasoned software professional, bringing years of experience to the table, having successfully led software engineering teams after previously holding hands-on engineering positions I specialise in guiding, leading, and growing software engineering teams, driving product innovation, and delivering secure, scalable, and cloud-native applications.

I have a passion for sports technology, in particular big data and analytics, and in particular the cross-over with the sports betting markets.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Joe's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

The biggest challenge I faced when progressing into a leadership position, having been an individual contributor previously, is understanding that the switch from IC to manager is not a natural progression it is a career change. Before moving into leadership I provided value to the business by excelling in technical tasks very much linked to hands on the keyboard and writing code.

Although I use my technical knowledge to coach and mentor those in my team going forward, the value I bring is more strategic, transitioning from an operational to a strategic role presented a notably steep learning curve for me.

Long term one of the most challenging aspects has been finding the right balance between staying technically proficient and diving into managerial responsibilities. As a leader, it's crucial to continue to be technically proficient while also ensuring the team is well-guided and motivated.

2. How did you become a leader? Can you please briefly tell the story?

Embarking on my software journey as an engineer, I had a persistent desired to progress up the engineering leader. Initially, I pursued progression by enhancing my proficiency in foundational software design and architecture concepts, augmenting my programming language repertoire along the way.

My journey initially followed the conventional Individual Contributor (IC) track—progressing from junior to mid, senior, and eventually to a lead engineer role.

My break into leadership and management occurred when the CEO of Intelligence Fusion invited me to assume the role of Software Engineering Manager following the departure of the CTO, effectively making me the most senior technical figure in the company. As the business expanded and the engineering team scaled, I advanced into the role of Chief Technology Officer.

3. How do you structure your work days from waking up to going to sleep?

My day usually begins waking up around 5 am and if my brain doesn't work against me I aim to go for a run or to the gym. Depending on my wife's work schedule I will either do the school run for our 8-year-old twins and then begin work at 9 am. However, if she is not working I'll be online at 8 am.

Once I'm at my computer I aim to read all unread emails and bring my inbox as close to zero unread as possible. I also tend to any Slack messages that may have come in since I finished the previous working day, again to ensure I have no messages left unread. I feel that answering and unblocking colleagues is key to helping others navigate their day. From here I get a good understanding of my calendar and meetings for the day.

My meetings generally consist of consistent one-on-ones with our engineering manager, providing product support for ongoing work, ISO and SOC-related processes, security auditing, and acting as the direct point of technical contact to our parent company Sigma7 (post-acquisition).

As the working day draws to a close my priorities are back to the family. My son plays football 3 evenings a week and my daughter takes part in gymnastics, drama, and dancing so I spend the time between work finishing and dinner time being a taxi service for my children. Once the children are in bed I spend time with my wife, usually with my laptop close by. If she decides to watch something she enjoys I use it as a perfect opportunity to work on my projects. I use this time to write code and keep the love of developing alive.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

One leadership lesson that always stands out to me is the importance of fostering a culture of psychological safety within the team. While I've always recognised its significance, recent experiences have reinforced how crucial it is for team members to feel comfortable expressing their ideas, and concerns, and even making mistakes without fear of judgment.

Creating an environment where open communication is encouraged not only enhances team collaboration but also sparks innovation. I've learned that actively promoting and embodying psychological safety leads to a more resilient and empowered team, ultimately contributing to overall success and growth.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Team Topologies by Manuel Pais and Matthew Skelton is a book I read when I first moved into leadership and it's a book I revisited years later although through a different lens having gained more experience in the role.

The book that has significantly shaped my leadership journey is "The Manager's Path" by Camille Fournier. Its impact has been twofold. Initially, it aided me in dismantling mental barriers associated with the transition from an Individual Contributor (IC) to a Manager, providing clarity on my role and purpose. Furthermore, I leverage this book as a valuable tool for educating and mentoring my team members, helping them understand their roles, and responsibilities, and charting their desired career paths in the field of software engineering.

6. If you could only give one piece of advice to a young leader, what would you say to them?

If I could offer one piece of advice to a young software leader, it would be to understand that leadership is very different from the original path taken in writing software. Getting comfortable with this fact allows leaders to seek the assistance and mentorship they need to excel in this new found position.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

In response to evolving company demands, I spearheaded a significant transformation as an engineering leader by restructuring teams to adopt a multi-disciplinary product-based approach. Recognising the need for a more integrated and collaborative environment, I strategically realigned team structures to enhance cross-functional collaboration. This initiative not only facilitated a more seamless workflow but also resulted in increased efficiency and innovation.

I tell this story as it highlights the importance of adaptive leadership and the positive impact of restructuring to meet the dynamic needs of the company. I had to sensitively explain the strategy and vision to the team with clear data to back up my decision-making to ensure a smooth transition into a new way of working that ultimately satisfied the organisational requirements.