I’d worked at organisations ranging from twelve people to four hundred. The new role is at a company with tens of thousands of engineers. The systems are bigger, the coordination surface is larger, and some things I assumed were universal engineering truths turned out to be scale-specific. ...
The startup had been good. We’d grown from twelve people to forty, shipped something real, and the technical foundations were solid. But the Series B had brought in a new leadership layer, the founding team’s velocity calculus had changed, and I found myself doing more coordination than building. I’d been at this inflection point before — at the institution, actually — and I recognised what came next. The new role was at a well-established European financial technology firm. Structured, profitable, engineering-first culture, around 400 people. Not a startup. Deliberately not a startup. ...