Join us in this insightful conversation with Eric Valasek as we explore the crucial relationship between CEOs, product teams, and engineering leaders. Eric shares his expertise on managing prioritization, strategic tech debt, and ensuring engineering teams stay focused and insulated amidst business dynamics.Key Takeaways:Balance is Crucial: A company's success depends heavily on balancing business goals, product demands, and engineering capabilities.Strategic Tech Debt: Not all tech debt is harmful. Strategic tech debt can accelerate business growth, but must be managed and planned carefully.Upskilling for Growth: Investing in your team's skill development can pay long-term dividends, especially when tackling new technology domains.Transparency vs. Focus: Protecting your team from constant business shifts ("horse trading") is essential to maintain productivity and morale.Engineering's Voice: In tech-driven companies, the engineering team often carries significant influence. Leaders must balance innovation with practical business outcomes.Timestamped Highlights:00:41 - Eric's introduction and overview of engineering-product-business relationships.01:30 - Balancing the business, product, and engineering "trifecta."05:01 - Effective strategies for team skill development and training.07:26 - Adjusting team velocity and maintaining quality during upskilling.09:44 - Navigating potential dips in quality when adopting new technologies.11:57 - Strategic considerations when intentionally incurring tech debt.14:31 - Managing transparency and team insulation from business volatility.17:40 - The importance and impact of engineering's voice in technology-centric businesses.Quote:"You can't have speed and quality with the same size team with new technologies. You need to plan that development cycle carefully—some trade-offs are necessary."— Eric Valasek, Engineering LeaderConnect with Eric: https://www.linkedin.com/in/evalasek/