From Code to People: Choosing the Management Path

Navigate the transition from coding to management. Learn how engineering and research leaders can excel in people management while driving technical impact.

Every seasoned engineer eventually faces a pivotal decision: continue deepening technical expertise or pivot to leading engineering teams. When I joined the industry 12 years ago, starting my first role as a software developer at Qualcomm, I never imagined how my path would evolve from writing code to leading engineering teams. Those early days were about learning complex systems, mastering software development best practices, and writing production-ready code. My contributions felt small but meaningful as I built foundations in software development and gained hands-on experience developing real-world AI/ML solutions

A few years later, I joined Amazon as a mid-level engineer working in the Devices org. By then, I was no longer just writing code. I was designing and delivering complete software solutions. I collaborated with product managers, influenced architectural decisions, and guided junior engineers. Over time, I earned more trust and became a Tech Lead (Senior Engineer in Amazon terms), who shaped complex software initiatives and mentored others. Seeing my work impact products and services used by countless customers felt deeply fulfilling.

After spending 3 years at Amazon’s Devices org and growing into the tech lead role, I made an internal move to thAfter spending 3 years at Amazon’s Devices org and growing into the tech lead role, I made an internal move to the AWS AI organization. My team’s mission was ambitious: make AI/ML accessible to every developer on AWS. As I began settling into this new team, a unique opportunity presented itself that made me pause and reflect: What comes next? I had spent years honing my technical skills and taking on increasing responsibilities. I saw two major paths ahead:

1. Double Down on Deep Technical Leadership:
   Continue growing into a Principal Engineer or Architect role, guiding multiple teams at a technical level, influencing large scale architectures, and solving the most complex problems in the organization.
2. Step into People Leadership:
   Become an Engineering Manager who enables others to excel, helps entire teams succeed, and shapes technical direction through talent development and strategic alignment.

I stood at this crossroads while at AWS. Instead of building the solutions directly myself, I wondered if I could enable others to do it at scale. This question led me to choose the management route.

Making the Leap to Management

Stepping into an Engineering Manager role (known as Software Development Manager or SDM at Amazon), I faced an exhilarating but daunting challenge. Within my first year, I had to hire more than 15 Software Engineers and Data Scientists from the ground up, assemble them into a cohesive unit, and launch a greenfield project under an aggressive timeline. Beyond the hiring, I had to define priorities and establish a culture that encouraged innovation. Though overwhelming at times, the results were worth every sleepless night.

My team launched an exciting ML service at AWS re:Invent, a premier cloud industry conference, our researchers published at top-tier academic venues, and I was even able to promote several engineers within my first year as manager. The sense of fulfillment I felt at that moment was profound. I realized that my impact as a manager was measured not by what I delivered personally, but by the success of the people I had enabled!

From Tech Lead to Engineering Manager: How the Day to Day Changes

As a Tech Lead, my time looked something like this:

• Designing and delivering software solutions
• Reviewing technical proposals and architecture documents
• Mentoring engineers one on one
• Aligning with Product Managers and UX Designers on requirements
• Brainstorming strategies with other senior engineers across the org

As an Engineering Manager, my responsibilities shifted significantly:

• Spending more time in one on ones, coaching team members on their careers and helping them grow
• Representing the team and acting as its technical voice when working with leadership and stakeholders
• Partnering with product peers to set an effective roadmap and clear priorities
• Handling administrative tasks, resource planning, and delivery commitments
• Resolving conflicts and driving consensus between team members, with other teams, and stakeholders
• Blocking out time to stay technically sharp by reading research papers, attending design reviews, and staying abreast of industry trends

The Reality of Engineering Management

If you find yourself at this career crossroads, let me share some insights about what engineering management truly entails, and perhaps more importantly, what it’s not. These realizations shaped my journey and might help illuminate yours.

What Management Is Not:

1. “Just a Tech Lead with Direct Reports”
   I learned this lesson the hard way. In my early months as a manager, I was terrified of becoming technically irrelevant in the industry. I kept assigning myself design and development tasks, essentially trying to be both a tech lead and a manager. I’d spend my days in meetings and management tasks, then catch up on coding late into the night. It wasn’t just unsustainable, it was actively holding my team back. They needed space to own technical decisions, and I needed to learn to lead through influence rather than direct contribution. Letting go of being the primary technical contributor was one of the hardest but most important transitions I made.
2. “An Escape Route from Tough Work”
   If you think management means handing off less interesting tasks to others, you’re mistaken. A good EM does what the team needs, even if it involves challenging trade-offs or addressing organizational overhead.
3. “Just Project Policing”
   While tracking progress and ensuring delivery is critical, management isn’t about chasing status updates all day. It means creating an environment where your team can excel, build trust, and raise issues without fear.
4. “A Guaranteed Badge of Honor”
   Your title alone won’t earn respect. Your empathy, willingness to support growth, and how you guide the team through tough times will determine if people truly value your leadership.

What Management Actually Is:

1. “The Ultimate Enabler”
   You invest time in mentoring, career coaching, and helping each person on the team unlock their potential. Your success is reflected in their growth and achievements.
2. “The Strategic Navigator”
   You represent your team in higher-level discussions, align long-term goals with broader business needs, and ensure the team focuses on the right problems.
3. “The Outcome Champion”
   You’re responsible for the results of the team. You remove roadblocks, negotiate timelines, and guide the team through complex decisions. Your reward is seeing the collective effort come to fruition.
4. “The Technical Compass”
   You no longer focus on delivering software yourself, but you still engage in architectural reviews, research cutting-edge technologies, and push for innovation. Staying informed keeps you credible in technical discussions.

Considering the Alternative: Principal Engineer or Architect

If you prefer deep technical work over people leadership, consider the Principal Engineer or Architect path. In these roles, you focus on shaping large-scale architectures, creating best practices, and driving technical excellence at an organizational level. You solve some of the hardest technical challenges and influence broad decisions, even though you may not personally deliver the final implementations.

Where Will You Find Your Fulfillment?

Take a moment to reflect on these questions:

• Does the idea of amplifying others’ potential energize you more than solving complex technical problems yourself?
• Can you find satisfaction in celebrating team achievements rather than personal technical victories?
• Are you ready to measure success through the growth and impact of others?

Your answers to these questions might illuminate which path aligns better with your aspirations. Engineering management isn’t better or worse than the technical track – it’s simply different, offering its own unique challenges and rewards.

Reflect on what truly energizes you in your current role. Connect with mentors who’ve walked both paths. If you’re still navigating this decision and would like to discuss further, reach out to me directly. I’m happy to share more from my journey and help you chart yours!

Related Reading

• Being Technical as an Engineering Manager: Evolving Beyond the Code: Explore how engineering and research managers can stay technical, drive innovation, lead teams effectively, and balance coding with strategic leadership.
• Staying Technical as a Leader: Practical Strategies: Learn practical strategies for engineering leaders to stay technical while balancing leadership responsibilities. Stay relevant, lead effectively!
• The New Technical Leadership: Embracing AI/ML as a Core Competency: Discover how tech leaders can transition to AI/ML, build foundational skills, grow with their teams, and embrace real-world applications for lasting impact.
• AI for Software Engineers: Evolve, Don’t Restart: Explore how software engineers can evolve into AI/ML roles, leveraging existing skills with practical insights and guidance.
• Land Your Dream AI/ML Job: A Practical Guide: Want to land your dream AI/ML job? This practical guide breaks down key strategies, from mastering technical skills to optimizing your resume and networking effectively, helping you stand out in the competitive AI job market.

About the article

Disclaimer The views and opinions expressed in my articles are my own and do not represent those of my current or past employers, or any other affiliations.

Note: This article was originally published on my Medium publication on Dec 8, 2024. I’ve republished it here as part of my ongoing effort to centralize my insights on themlarchitect.com, providing readers with a comprehensive collection of resources on AI, system design, leadership, and more.

For the original post and additional context, please visit the original article.