Scaling to 100+ as a Director: Lessons From Growing Engineering Organizations

When I took on the Director of Engineering role at Nubank, I had no idea just how many times I’d need to reinvent my leadership style. In the span of three years, my organization grew from 30 engineers to over 100, forcing me to recalibrate everything from meeting structures to team compositions to decision-making frameworks to scale myself.

I remember feeling like I was changing the wheels on a speeding train—trying to keep velocity while fundamentally reworking how we operated.

In this talk, I’ll share the highs, lows, and practical lessons from each year of this journey. We’ll explore the patterns that emerged as I navigated the organizational change: experimenting to find the right team topologies, building the leadership team, and embracing reorganizations as a natural part of scaling.

Key Takeaways:

- Building an Empowered & Coherent Leadership Team – Approaches for spotting and nurturing leaders who can carry the vision & the strategy through multiple layers of the organization.

- Continuous Reorganizations as a Feature, Not a Bug – How to view reorgs as iterative improvements rather than chaotic disruptions, and the communication strategies that make them stick.

- Up-leveling for Resilience & Sustainability – How to raise seniority, rotate expertise, and optimize team sizing and tenure distribution to enhance knowledge transfer, reduce silos, and build resilient squads that excel in crisis management, sustain operations, and tackle complex technical challenges.

#QConLondon2025

Transcript

1. Lessons from growing Engineering Organizations SCALING TO 100+ Director of Engineering @thiagoghisi THIAGO GHISI
2. DISCLAIMER The views and opinions expressed in this presentation are solely my own and do not necessarily represent those of my employer.
3. AGENDA MY Org GROWTH: As an engineering leader Lessons Learned: Notes to my 30-year-old self 1 2 3 The Framework: Evolving your leadership as your org scales
4. MY PERSONAL & ORG GROWTH As an Engineering Leader across multiple companies… 1
5. Quick poLl: 1. How many of you are Individual contributors? 2. How many of you are MANAGERS? 3. How many of you are MANAGER of MANAGERS?
6. Student Intern Intern Programmer Project Manager Project Manager Programmer Engineer Senior QA Senior Engineer Senior Engineer Full Stack Engineer Engineering Manager Director of Engineering Director of Engineering Senior Engineering Manager Project Manager Sales Engineer Burnout MY CAREER LIFELINE: EXPERIENCES & SATISFACTION TechLead
7. ORG SIZE & STRUCTURE It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100. 2019 15 engineers Approx. end of year team size Got promoted to Director with 2 Engineering Managers reporting to me
8. 2019 15 engineers Got promoted to Director with 2 Eng. Managers reporting to me 2020 27 engineers Started to manage another team in a different location, TPMs & contractors ORG SIZE & STRUCTURE It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100. Approx. end of year team size
9. 2019 15 engineers Got promoted to Director with 2 Eng. Managers reporting to me 2020 27 engineers Started to manage another team in a different location, TPMs & contractors 2021 7 engineers Went from Director at Fintech back to Eng. Manager at Big Tech ORG SIZE & STRUCTURE It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100. Approx. end of year team size
10. 2022 49 engineers Joined a scaleup going through big post-IPO growth 2020 27 engineers Started to manage another team in a different location, TPMs & contractors 2021 7 engineers Went from Director at Fintech back to Eng. Manager at Big Tech ORG SIZE & STRUCTURE It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100. Approx. end of year team size
11. 2023 29 engineers Moved from Product to Platforms/Infra 2021 7 engineers Went from Director at Fintech back to Eng. Manager at Big Tech 2022 49 engineers Joined a scaleup going through big post-IPO high-growth ORG SIZE & STRUCTURE It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100. Approx. end of year team size
12. 2024 88 PEOPLE ORG SIZE & STRUCTURE 2022 49 engineers Joined a Scaleup going through big post-IPO growth 2023 29 engineers Moved from Product to Platforms/Infra Started to manage other chapters: PMs, Designers, BAs & AEs ! ! Eng. Director + General Manager Approx. end of year team size It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100.
13. 2025 100 PEOPLE ORG SIZE & STRUCTURE 2023 29 ENGINEERS Moved from Product to Platforms/Infra 2024 89 PEOPLE Started to manage other chapters: PMs, Designers, BAs & AEs ! ! Eng. Director + General Manager Preparing for additional team growth! Approx. end of year team size It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100.
14. ORG SIZE & STRUCTURE 2019 15 engineers Got promoted to Director with 2 Eng. Managers reporting to me 2020 27 engineers Started to manage another team in a different location, TPMs & contractors 2021 7 engineers Went from Director at Fintech back to Eng. Manager at Big Tech 2022 49 engineers Joined a scaleup going through big post-IPO growth 2023 29 engineers Moved from Product to Platforms/Infra 2024 89 PEOPLE Started to manage other chapters: PMs, Designers, BAs & AEs ! ! Eng. Director + General Manager 2025 100 PEOPLE Preparing for additional team growth! Approx. end of year team size It took nearly 8 years—and a lot of ups and downs— to grow into leading an org of 100.
15. ORG SIZE & STRUCTURE 2019 15 engineers Got promoted to Director with 2 Eng. Managers reporting to me 2020 27 engineers Started to manage another team in a different location, TPMs & contractors 2021 7 engineers Went from Director at Fintech back to Eng. Manager at Big Tech 2022 49 engineers Joined a scaleup going through big post-IPO growth 2023 29 engineers Moved from Product to Platforms/Infra 2024 89 PEOPLE Started to manage other chapters: PMs, Designers, BAs & AEs ! ! Eng. Director + General Manager 2025 100 PEOPLE Preparing for additional team growth! Approx. end of year team size It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100.
16. ORG SIZE & STRUCTURE 2019 15 engineers Got promoted to Director with 2 Eng. Managers reporting to me 2020 27 engineers Started to manage another team in a different location, TPMs & contractors 2021 7 engineers Went from Director at Fintech back to Eng. Manager at Big Tech 2022 49 engineers Joined a scaleup going through big post-IPO growth 2023 29 engineers Moved from Product to Platforms/Infra 2024 89 PEOPLE Started to manage other chapters: PMs, Designers, BAs & AEs ! ! Eng. Director + General Manager 2025 100 PEOPLE Preparing for additional team growth! Approx. end of year team size It took nearly 8 years—and a lot of ups and downs—to grow into leading an org of 100.
17. ESTABLISHING OPERATIONAL CADENCE & MANAGING LOW AND HIGH PERFORMANCE " 2022 Order to chaos PROGRESS > Perfection Tough people calls early throughout MY org
18. ESTABLISHING OPERATIONAL CADENCE & MANAGING LOW AND HIGH PERFORMANCE Order to chaos PROGRESS > Perfection " 2022 Tough people calls early throughout MY org
19. ESTABLISHING OPERATIONAL CADENCE & MANAGING LOW AND HIGH PERFORMANCE Order to chaos PROGRESS > Perfection " 2022 Tough people calls early throughout MY org
20. BUILDING THE LEADERSHIP TEAM & SHAPING THE CULTURE AND THE LONG-TERM VIEW # 2023 Built a cohesive & opinionated leadership team Started shaping the long game unlockED THE cultural levers
21. Built a cohesive & opinionated leadership team Started shaping the long game # 2023 BUILDING THE LEADERSHIP TEAM & SHAPING THE CULTURE AND THE LONG-TERM VIEW unlockED THE cultural levers
22. Built a cohesive & opinionated leadership team Started shaping the long game # 2023 BUILDING THE LEADERSHIP TEAM & SHAPING THE CULTURE AND THE LONG-TERM VIEW unlockED THE cultural levers
23. STRATEGIC REORGS & LEVELING UP THE ORGANIZATION $ 2024 Continuously fine-tuned the org chart Leveled up PEOPLE, TEAMS & systems Operated as a Driving Bar Raiser
24. $ 2024 STRATEGIC REORGS & LEVELING UP THE ORGANIZATION Operated as a Driving Bar Raiser Continuously fine-tuned the org chart Leveled up PEOPLE, TEAMS & systems
25. Operated as a Driving Bar Raiser $ 2024 STRATEGIC REORGS & LEVELING UP THE ORGANIZATION Continuously fine-tuned the org chart Leveled up PEOPLE, TEAMS & systems
26. LESSONS LEARNED What I wish my 30-year-old self knew about managing people and scaling organizations… 2
27. A Bad Decision is Better Than No Decision At All! Yes! In 99% of cases! For 99% of things in life & in business: Being wrong is better than being vague. Doing something is better than doing nothing. Having a position is better than sitting on the fence. A "bad" decision (yet intentional) is better than no decision. 1
28. The Patterns of Low Performance are narrow. % The Patterns of High Performance are broad. & 2 1- Inability to handle ambiguity & complexity 2- Lack of ownership & accountability 3- Slow, inconsistent or over-engineered delivery 4- Low quality work 5- Lack of initiative (reactive only!) 6- Poor communication 7- Poor collaboration 8- Doesn’t take feedback (defensive) 9- Technical gaps 10- Lack of follow-through
29. 2 Also, remember this: Execs don’t get to the top by being well-rounded — they get there by being world-class at one or very few things! The Patterns of Low Performance are narrow. % The Patterns of High Performance are broad. & • Their "signature moves" • Their "power plays" • Their "unfair advantages"
30. Fix People Issues Before Pushing Delivery 3 You can’t pressure a system held together by mistrust. What holds under pressure is built on trust: Connection & Context. All problems are "just" people problems. Once you solve that, everything else will BECOME MUCH EASIER Without that, there is not psychological safety. Without that, people will burn out (quickly).
31. Treat your peers as your first team and try to make your leadership team to do the same 4 Very easy to say, very very hard to do. Will Larson “As you move into larger roles, you’ll need to start considering challenges from the perspectives of more teams and people. In this sense, treating your peers as your first team allows you to begin practicing your manager’s job, without having to get promoted into the role first.”
32. Nothing speaks louder than who you fire AND promote! 5 Your actions speak much louder than your words. Culture is what you tolerate! • What behavior you push back to? • Who do you give space in big meetings? • What behavior you appreciate, promote and reward?
33. Managerial Cost is Real 6 Don't be fooled to think you can keep creating small teams out of thin air! You can’t just form a new squad on paper; you need a dedicated Eng. Manager and PM who can truly own it, being present at all rituals, be unblocking, thinking about operations, vision and strategy… 7±1 is the ideal managerial span at almost all levels.
34. Write it down! 7 Document your intentions, your strategies and your decisions! Your "ADRs" or "MDRs" Management Decision Records! Write the why and the decision down! Document it in writing. The problem almost always is not that a strategy or a goal or a reason doesn’t exist, it is that it was not minimally documented to be a point of reference. For everything: from reorgs to changes of priorities to letting someone go.
35. Dry-run IT first, then Roll things out (in waves)! ' 8 Structured comms plans! Rolling changes out in at least two or three waves is critical to avoid chaos. For instance, I’ll often spin up a “temporary” or “interim” task force before making it official, exactly like when a leader appoints someone as interim manager to see how it goes.
36. NOT Everything Needs Consensus and That is a Good Thing! Alignment vs. Consensus Consensus is a very slow mechanism for reaching alignment; Alignment is about communication and hearing perspectives, and can be very quick if you have the pre-existing relationships and communication mechanisms. Establish who the tie-breaker is if the leadership group is split— otherwise you get gridlock. The RACI matrix can help a lot here. In a scaling organization, the ability to be consistently aligned within and across teams is a marker of excellence. “Time to alignment” is your reorg success metric. 9
37. Yes, most reorgs can be totally avoided! 10 There are two kinds of reorgs: external-bounded and internal-bounded. You can completely avoid having the painful external-bounded re-orgs if you are continuously fine-tuning your org chart. (internal-bounded) Internal-bounded re-orgs External-bounded re-orgs
38. Manage skip-levels the same way you manage down-level. 11 Not the same way you manage sideways or stakeholders. Get personal, build a connection, try to inspire them with your vision. Ask never tell. Sponsor them not the other way. Fight to have 1:1s with them even if they don't want to or feel they don't need them. Work upwards the same way you work downwards. Build trust. Cultivate personal connections. Don’t expect a lot more from your leadership just because they are high up.
39. THE THREE LEVELS OF IMPACT Evolving your leadership as your org scales… 3
40. 1. Your org & your leadership team. 2. Your boss org & your direct peers as your first-level team. 3. The entire company: senior leaders, stakeholders & peers. THE 3 LEVELS OF IMPACT FRAMEWORK: Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture
41. Let's flip it around... You must understand things outside-in first!
42. Let's flip it around Your Skip-Level Org & BU Entire Company & Eng. Culture Your Org You must understand things outside-in!
43. Let's flip it around Your Skip-Level Org & BU Entire Company & Eng. Culture No influence & No authority Your Org You must understand things outside-in!
44. Let's flip it around Your Skip-Level Org & BU Entire Company & Eng. Culture Your Org Indirect Influence & Authority No influence & No authority You must understand things outside-in!
45. Let's flip it around Your Skip-Level Org & BU Entire Company & Eng. Culture Your Org Indirect Influence & Authority No Influence & No Authority No influence & No authority Direct Influence & Authority You must understand things outside-in!
46. Let's flip it around Your Skip-Level Org & BU Entire Company & Eng. Culture Your Org 3. Senior leaders, stakeholders & indirect peers 1. Yourself, your style, your org & your leadership team 2. Your boss & your direct peers You must understand things outside-in!
47. But... You must always act inside-out!
48. THE 3 LEVELS OF IMPACT FRAMEWORK: Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture You must always act inside-out!
49. THE 3 LEVELS OF IMPACT FRAMEWORK: 1. Your org & your leadership team. Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture You must always act inside-out!
50. 1. Your org & your leadership team. 2. Your boss org & your direct peers as your first-level team. Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture THE 3 LEVELS OF IMPACT FRAMEWORK: You must always act inside-out!
51. Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture 3. Senior leaders, stakeholders & indirect peers. THE 3 LEVELS OF IMPACT FRAMEWORK: 1. Your org & your leadership team. 2. Your boss org & your direct peers as your first-level team. You must always act inside-out!
52. HOW?
53. Managing low & high performance Establishing your operational cadence 100+ ~30 ~50 Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture
54. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
55. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture You must understand things outside-in! Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
56. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture You must understand things outside-in! You must always act inside-out! Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
57. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture At the sam e tim e! At the sam e tim e! You must always act inside-out! You must understand things outside-in! Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
58. HOW?
59. Yourself, Your Org & Your Leadership Team
60. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
61. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
62. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
63. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
64. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
65. Your Skip-Level Org & Business Unit (or Department)
66. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
67. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
68. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
69. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
70. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
71. The Entire Company & Eng. Culture (and Industry!)
72. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
73. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
74. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
75. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
76. 100+ ~30 ~50 Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Managing low & high performance Establishing your operational cadence Leveling up as a whole Continuous org tweaks Long-term view Shaping the culture Building leadership team
77. Managing low and high performance Establishing operational cadence 100+ ~30 ~50 Leveling up Long-term view Shaping culture Building leadership team Continuous reorgs Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture
78. Managing low and high performance Establishing operational cadence 100+ ~30 ~50 Leveling up Long-term view Shaping culture Building leadership team Continuous reorgs Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture
79. Managing low and high performance Establishing operational cadence 100+ ~30 ~50 Leveling up Long-term view Shaping culture Building leadership team Continuous reorgs Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture
80. ONE MORE THING…
81. Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture Remember, at most senior levels: • Impact is not enough. • Peer influence is not enough. • Organizational influence is not enough. Don't forget about yourself and your career! Your COMPANY won’t prioritize your career growth — you have to! YOURSELF & YOUR CAREER
82. Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture 1. Build real relationships & Cultivate goodwill — especially with those who’ll be in your calibration room. 2. Understand the 10-30-50 Rule — and how it shapes promotions. 3. Set expectations in writing — tied to a specific rating. 4. Stay calibrated — gather signals, test perceptions, and adjust! 5. Be the driving bar raiser leveling up the org as a whole: Driver > Finder > Solver. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER
83. 1- Build real relationships & Cultivate goodwill — especially with those who’ll be in your calibration room. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER Goodwill is the value of your relationships inside the company. Goodwill "bends" the rules for you when they don't bend for just anyone. Goodwill gets agreement from others, even when they're not fully committed to your idea. Goodwill is developed, created and nurtured between individuals. Goodwill gets things done more quickly than is standard.
84. 1- Build real relationships & Cultivate goodwill — especially with those who’ll be in your calibration room. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER Goodwill is the value of your relationships inside the company. Goodwill "bends" the rules for you when they don't bend for just anyone. Goodwill gets agreement from others, even when they're not fully committed to your idea. Goodwill is developed, created and nurtured between individuals. Goodwill gets things done more quickly than is standard. You lose goodwill when you move jobs
85. 2- Understand the 10-30-50 Rule — and how it shapes promotions. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER Shreyas Doshi
86. 3- Set expectations in writing — tied to a specific rating. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER <YOUR NAME> - 2025.H2 Expectations WHAT/Deliverables Goal Plan Metrics HOW/Skills Goal Plan Metrics
87. 4- Stay calibrated — gather signals, test perceptions, and adjust! How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER <YOUR NAME> - 2025.H2 Expectations WHAT/Deliverables Status Goal Plan Metrics ( ) * HOW/Skills Status Goal Plan Metrics ( ) *
88. 5- Be the driving bar raiser leveling up the org as a whole: Driver > Finder > Solver. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER
89. Your Skip-Level Org & BU Your Org Entire Company & Eng. Culture 1. Build real relationships & Cultivate goodwill — especially with those who’ll be in your calibration room. 2. Understand the 10-30-50 Rule — and how it shapes promotions. 3. Set expectations in writing — tied to a specific rating. 4. Stay calibrated — gather signals, test perceptions, and adjust! 5. Be the driving bar raiser leveling up the org as a whole: Driver > Finder > Solver. How to crack your own promotion at higher levels: YOURSELF & YOUR CAREER
90. conclusioN Great leadership is about distilling complexity, establishing cadence, and driving accountable execution. It's about sharing the vision, being the vision, and driving the vision. Ultimately, it's about building organizational resilience— initially with you, and then without you.
91. SEVEN TRANSFORMATIONS OF LEADERSHIP (HBR - 2005)
92. SEVEN TRANSFORMATIONS OF LEADERSHIP (HBR - 2005)
93. SEVEN TRANSFORMATIONS OF LEADERSHIP (HBR - 2005) "The leader's voyage of development is not an easy one. Some people change little in their lifetimes; some change substantially. Despite the undeniably crucial role of genetics, human nature is not fixed. Those who are willing to work at developing themselves and becoming more self-aware can almost certainly evolve over time into truly transformational leaders."
94. SEVEN TRANSFORMATIONS OF LEADERSHIP (HBR - 2005) "The leader's voyage of development is not an easy one. Some people change little in their lifetimes; some change substantially. Despite the undeniably crucial role of genetics, human nature is not fixed. Those who are willing to work at developing themselves and becoming more self-aware can almost certainly evolve over time into truly transformational leaders." The ability to reinvent oneself is what defines success at the leadership level! THIS IS A constant reminder that: what got you here, won’t necessarily get you there.
95. Q&A