1:1 with Anchal Dube, Senior Engineering Manager at Zocdoc
For our series, 1:1 with Engineering Leaders, Code Climate and Codecademy for Business are speaking to managers and VPs about their career journey, leadership strategies, and advice for the next generation of engineers. Check out our previous interviews with Tara Ellis, Manager, UI Engineering at Netflix, Brooks Swinnerton, Senior Engineering Manager at GitHub, Gergely Nemeth, Group Engineering Manager at Intuit, Lena Reinhard, VP of Product Engineering at CircleCI, Andrew Heine, Engineering Manager at Figma, and Mathias Meyer, Engineering Leadership Coach.
Below is an excerpt from our conversation with Anchal Dube, Senior Engineering Manager at Zocdoc. Anchal shared her thoughts on the shift in mindset necessary to take on a manager role, the importance of having the right expectations, and the similarities between managers and tug boats. Edited for length and clarity.
For Anchal’s advice for early-career engineers, visit the Codecademy blog.
Tell us about your current role, and your career journey up to this point.
I’m a Senior Engineering Manager at a Zocdoc, and currently I’m overseeing a couple of different teams. One team is focused on the Zocdoc video service we launched in response to the pandemic and the fact that a lot of care suddenly needed to go virtual. It’s something that we built and launched over a two-month time period, whereas more typically this would have been a two-year roadmap. The other team focuses on our provider touchpoints and how we can use the relationship that we have with our providers to build a better connection with their patients.
In terms of my journey, I have a Bachelor’s in Computer Engineering and a Master’s Degree in Computer Science. I started out in the healthcare space, working at Epic, which is an EMR company based out of Madison, Wisconsin. I worked there as a Software Engineer and then as a Team Lead for a little under five years. That was my first foray into a leadership role.
Early on, there was a honeymoon period where I was really excited about what I really perceived as the next step of my journey, with a promotion and more responsibility. But about nine months into that, I really started questioning whether the role was for me, and whether I wanted to continue. Around the same time, for family reasons, I was looking to move to the East Coast. And so when I moved to Zocdoc, I actually came here as an IC.
I joined as a Senior Software Engineer and wanted to continue down the individual contributor path, but was impacted by an incredible manager and mentor I had at the time. He really took the time to understand my challenges and pain points from my previous leadership role. And he gave me a lot of motivation and advice on how to navigate that transition again, and to do it much more successfully the second time around.
So after being at Zocdoc for about two years or so, I went the management route again, starting with the team that I was already working on as an IC.
What was it that turned you off of managing the first time around, and how did that change, other than having a great mentor? Do you feel like it was circumstantial, or a mindset that you needed to change personally?
I think mindset was definitely a challenge. One thing that I recognize now, that I don’t think I did in my first stint as a leader, was that I really needed to take a step back from owning everything directly. My path to creating impact is not going to be by executing on a given project, but by empowering my team so that they can do so. And the skill set that I need to rely on is less computer science and computer engineering fundamentals, but more around how to create influence within a group of people.
That shift was something that I didn’t recognize as necessary early on. In working with my mentor a few years later, he really instilled in me the importance of that skillset in particular. And I had to get into the right headspace for navigating some of those challenges, and not allowing myself to get sucked into a lot of frustration when I felt like I was taking on too much or juggling too many things.
Do you miss being more directly involved in the technical day-to-day, or in the kind of execution where you can check a box, as opposed to manager duties, which aren’t usually like that?
That’s evolved over time. Early on I definitely still missed being hands-on with coding. And so every once in a while, usually at least once or twice a week. I would pick up a small thing that needed to be edited on the website, or a small change that I could make.
I’m going to use an example from Grey’s Anatomy — there’s a scene where the doctors are talking about transitioning into the Chief role. And one of the pieces of advice that the former Chief has is, “start your day cutting. Start your day with surgery, and then let the rest of the day be given over to administrative stuff.” That’s something that helped me early on, so I was able to keep doing something that I really found rewarding and fulfilling. And over time, as I think about what is most important to me, and what is most important in order to make myself effective at Zocdoc for my teams, the more I’ve come to enjoy what I consider “people engineering,” as opposed to software engineering.
And so I’ve gradually shifted my balance too, in terms of what I enjoy and what I want to focus my time on.
Did you always know that you wanted to be a manager or was it something that just happened to you the first time around?
It was part of my expectations of the path to advancement and career growth. Through that lens, I wanted it, but I do think that it was a little bit misplaced to think of it as a linear growth trajectory, as opposed to recognizing how much of a role shift it is. That recognition is super important.
So now, as I mentor future leaders at Zocdoc, people who are going through a similar transition period, that’s one thing that I really try to keep front and center for them — it’s not really just the next step in the career ladder, it’s a pretty significant role shift that requires a shift in how they approach the problems that they’re going to be solving and changes the skillset that they’re going to need to rely on to get to the next level of success in their careers.
And what do you see as the role of a manager on an engineering team?
I’m going to be terribly mixed with my metaphors here, but I think that it’s a combination of coach and cheerleader. I see managers as the little tugboat that’s trying to help the larger ship, the team, navigate unfamiliar waters. It’s there all of that time to figure out where the obstacles lie, and to steer the ship away from them. So really it boils down to the manager figuring out whatever is needed to empower the team, so they can deliver at their best level.
Is there a difference in your mind between being a manager and a leader? And if so, what is it?
You can definitely be a manager without being a leader. And I think leadership comes down to the kind of thought leadership that you provide within a team context. I’ve noticed how the types of questions that I ask my team really start to influence what they consider important on a day-to-day basis.
One of the things that I took on as a side role at Zocdoc was to become a lead on our Operational Excellence Guild. And so I would bring that lens to my conversations with my team, and it was very telling to see how quickly my team adapted to that, and how those considerations became very top of mind for them as well. That illustrates to me the difference between just being a manager, where you’re doing very day-to-day organizational management things, and learning to be a leader and bringing in an element of influence.
What are the biggest challenges that you’ve faced as a leader?
The largest challenge is always that there are so many different things that are important that I would love to devote time and resources to, but we’re almost always capacity constrained. I imagine this is true for companies of all sizes, although I feel like I’ve seen that much more kind of in the Zocdoc context, where we’re still a relatively small team.
There are a lot of things that my team legitimately cares about, like keeping our tech debt appropriately low, or maintaining a certain level of code hygiene, or even which bugs we’re fixing and what type of turnaround time we’re fixing them on. But it’s a constant balancing act. It’s a constant juggle to balance that against everything that is most relevant to the bottom line of the business. We also have to think about how to keep our overhead low enough so we can continue to execute towards our main goals without getting too bogged down by the challenges posed by an unhealthy code base.
You’re talking a little bit about team goals — how do you help developers grow both as individuals and as a team?
A lot of that is very much a collaboration between myself and each of my team members. And it also hinges on how driven they are, and how much they understand where they want to be headed. I always find that for people who really understand what their trajectory is and know what they’re looking for, I can provide them with much more targeted feedback. And there are definitely other people who are really just figuring it out as they go, and for those individuals, it’s much more based on our conversations, and me picking up on the things that they are enjoying, so I can help them identify those areas and double down on their areas of strength.
How do you gain an understanding of what your team is working on at any moment in time, and then perhaps equally as important, how everybody is feeling about how things are going?
That’s been especially interesting with the pandemic and going remote basically overnight. I use my 1 on 1s with my team to get a feel for how they’re doing and what sorts of challenges they’re running into, whether it’s at work or even in their personal lives. Especially early in the pandemic, one of the things that I wasn’t recognizing very early on was how much people were starting to feel burnt out.
One thing that I did notice as a symptom was that a lot of people were working later hours than they typically would have been. And so without even really thinking about what the impact of that was, I made sure to impress on everyone the fact that it was okay to take time away from work and to just attend to their needs as well. And it was very interesting when multiple weeks later, the team brought that up as something that they found very, very helpful to course correct, and to give themselves space to take a breath and figure out what they needed to do to deal with everything that was changing around them.
Yeah, that’s something that we’ve heard a lot, and we dealt with it here as well. What advice do you have for new managers or people looking to shift their career path and become managers?
Yeah, I think I’ll go back to the thing that I said earlier, which was: Do they have the right set of expectations about what the role entails? A lot of that ultimately comes from talking to people who have somewhat recently made that transition, because they’re in the best position talk about what they enjoyed and what they didn’t and how different it was from their expectations. Having those conversations can be really crucial to helping the next set of people recognize what some of those pitfalls might be.
Apart from that though, for anyone who is interested in going down that path, my advice would be to work with their current manager to figure out what their team’s needs are on the leadership front. What are the areas where the team really needs support? Because like I said, I definitely see Engineering Managers roles as being about navigating a lot of obstacles. And so identifying those through a conversation with someone who’s already in that role is a great first step towards taking a stab at helping the team navigate through one or two of those obstacles.
For more of Anchal’s advice for the next generation, visit the Codecademy blog.
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Navigating the world of software engineering or developer productivity insights can feel like trying to solve a complex puzzle, especially for large-scale organizations. It's one of those areas where having a cohesive strategy can make all the difference between success and frustration. Over the years, as I’ve worked with enterprise-level organizations, I’ve seen countless instances where a lack of strategy caused initiatives to fail or fizzle out.
In my latest webinar, I breakdown the key components engineering leaders need to consider when building an insights strategy.
Why a Strategy Matters
At the heart of every successful software engineering team is a drive for three things:
- A culture of continuous improvement
- The ability to move from idea to impact quickly, frequently, and with confidence
- A software organization delivering meaningful value
These goals sound simple enough, but in reality, achieving them requires more than just wishing for better performance. It takes data, action, and, most importantly, a cultural shift. And here's the catch: those three things don't come together by accident.
In my experience, whenever a large-scale change fails, there's one common denominator: a lack of a cohesive strategy. Every time I’ve witnessed a failed attempt at implementing new technology or making a big shift, the missing piece was always that strategic foundation. Without a clear, aligned strategy, you're not just wasting resources—you’re creating frustration across the entire organization.
Sign up for a free, expert-led insights strategy workshop for your enterprise org.
Step 1: Define Your Purpose
The first step in any successful engineering insights strategy is defining why you're doing this in the first place. If you're rolling out developer productivity metrics or an insights platform, you need to make sure there’s alignment on the purpose across the board.
Too often, organizations dive into this journey without answering the crucial question: Why do we need this data? If you ask five different leaders in your organization, are you going to get five answers, or will they all point to the same objective? If you can’t answer this clearly, you risk chasing a vague, unhelpful path.
One way I recommend approaching this is through the "Five Whys" technique. Ask why you're doing this, and then keep asking "why" until you get to the core of the problem. For example, if your initial answer is, “We need engineering metrics,” ask why. The next answer might be, “Because we're missing deliverables.” Keep going until you identify the true purpose behind the initiative. Understanding that purpose helps avoid unnecessary distractions and lets you focus on solving the real issue.
Step 2: Understand Your People
Once the purpose is clear, the next step is to think about who will be involved in this journey. You have to consider the following:
- Who will be using the developer productivity tool/insights platform?
- Are these hands-on developers or executives looking for high-level insights?
- Who else in the organization might need access to the data, like finance or operations teams?
It’s also crucial to account for organizational changes. Reorgs are common in the enterprise world, and as your organization evolves, so too must your insights platform. If the people responsible for the platform’s maintenance change, who will ensure the data remains relevant to the new structure? Too often, teams stop using insights platforms because the data no longer reflects the current state of the organization. You need to have the right people in place to ensure continuous alignment and relevance.
Step 3: Define Your Process
The next key component is process—a step that many organizations overlook. It's easy to say, "We have the data now," but then what happens? What do you expect people to do with the data once it’s available? And how do you track if those actions are leading to improvement?
A common mistake I see is organizations focusing on metrics without a clear action plan. Instead of just looking at a metric like PR cycle times, the goal should be to first identify the problem you're trying to solve. If the problem is poor code quality, then improving the review cycle times might help, but only because it’s part of a larger process of improving quality, not just for the sake of improving the metric.
It’s also essential to approach this with an experimentation mindset. For example, start by identifying an area for improvement, make a hypothesis about how to improve it, then test it and use engineering insights data to see if your hypothesis is correct. Starting with a metric and trying to manipulate it is a quick way to lose sight of your larger purpose.
Step 4: Program and Rollout Strategy
The next piece of the puzzle is your program and rollout strategy. It’s easy to roll out an engineering insights platform and expect people to just log in and start using it, but that’s not enough. You need to think about how you'll introduce this new tool to the various stakeholders across different teams and business units.
The key here is to design a value loop within a smaller team or department first. Get a team to go through the full cycle of seeing the insights, taking action, and then quantifying the impact of that action. Once you've done this on a smaller scale, you can share success stories and roll it out more broadly across the organization. It’s not about whether people are logging into the platform—it’s about whether they’re driving meaningful change based on the insights.
Step 5: Choose Your Platform Wisely
And finally, we come to the platform itself. It’s the shiny object that many organizations focus on first, but as I’ve said before, it’s the last piece of the puzzle, not the first. Engineering insights platforms like Code Climate are powerful tools, but they can’t solve the problem of a poorly defined strategy.
I’ve seen organizations spend months evaluating these platforms, only to realize they didn't even know what they needed. One company in the telecom industry realized that no available platform suited their needs, so they chose to build their own. The key takeaway here is that your platform should align with your strategy—not the other way around. You should understand your purpose, people, and process before you even begin evaluating platforms.
Looking Ahead
To build a successful engineering insights strategy, you need to go beyond just installing a tool. An insights platform can only work if it’s supported by a clear purpose, the right people, a well-defined process, and a program that rolls it out effectively. The combination of these elements will ensure that your insights platform isn’t just a dashboard—it becomes a powerful driver of change and improvement in your organization.
Remember, a successful software engineering insights strategy isn’t just about the tool. It’s about building a culture of data-driven decision-making, fostering continuous improvement, and aligning all your teams toward achieving business outcomes. When you get that right, the value of engineering insights becomes clear.
Want to build a tailored engineering insights strategy for your enterprise organization? Get expert recommendations at our free insights strategy workshop. Register here.
Andrew Gassen has guided Fortune 500 companies and large government agencies through complex digital transformations. He specializes in embedding data-driven, experiment-led approaches within enterprise environments, helping organizations build a culture of continuous improvement and thrive in a rapidly evolving world.
Most organizations are great at communicating product releases—but rarely do the same for process improvements that enable those releases. This is a missed opportunity for any leader wanting to expand “growth mindset,” as curiosity and innovation is as critical for process improvement as it is product development.
Curiosity and innovation aren’t limited to product development. They’re just as essential in how your teams deliver that product. When engineering and delivery leaders share what they’re doing to find efficiencies and unclog bottlenecks, they not only improve Time to Value — they help their peers level up too.
Create Buzz Around Process Wins
Below is a template leaders can use via email or communication app (Slack, Microsoft Teams) to share process changes with their team. I’ve personally seen updates like this generate the same level of energy as product announcements—complete with clap emojis👏 and follow-up pings like “Tell me more!” Even better, they’re useful for performance reviews and make great resume material for the leads who author them (excluding any sensitive or proprietary content, of course).
Subject: [Experiment update]
[Date]
Experiment Lead: [Name]
Goal: [Enter the longer term goal your experiment was in service of]
Opportunity: [Describe a bottleneck or opportunity you identified for some focused improvement]
Problem: [Describe the specific problem you aimed to solve]
Solution: [Describe the very specific solution you tested]
Metric(s): [What was the one metric you determined would help you know if your solution solved the problem? Were there any additional metrics you kept track of, to understand how they changed as well?]
Action: [Describe, in brief, what you did to get the result]
Result: [What was the result of the experiment, in terms of the above metrics?]
Next Step: [What will you do now? Will you run another experiment like this, design a new one, or will you rollout the solution more broadly?]
Key Learnings: [What did you learn during this experiment that is going to make your next action stronger?]
Please reach out to [experiment lead’s name] for more detail.
Sample Use Case
Subject: PR Descriptions Boost Review Speed by 30%
March 31, 2025
Experiment Lead: Mary O’Clary
Goal: We must pull a major capability from Q4 2024 into Q2 2025 to increase our revenue. We believe we can do this by improving productivity by 30%.
Opportunity: We found lack of clear descriptions were a primary cause of churn & delay during the review cycle. How might we improve PR descriptions, with information reviewers need?
Problem: Help PR Reviewers more regularly understand the scope of PRs, so they don’t need to ask developers a bunch of questions.
Solution: Issue simple guidelines for what we are looking for PR descriptions
Metric(s): PR Review Speed. We also monitored overall PR Cycle Time, assuming it would also improve for PRs closed within our experiment timeframe.
Action: We ran this experiment over one 2 week sprint, with no substantial changes in complexity of work or composition of the team. We kept the timeframe tight to help eliminate additional variables.
Result: We saw PR Review Speed increase by 30%
Next Step: Because of such a great result and low perceived risk, we will roll this out across Engineering and continue to monitor both PR Review Speed & PR Cycle Time.
Key Learnings: Clear, consistent PR descriptions reduce reviewer friction without adding developer overhead, giving us confidence to expand this practice org-wide to help accelerate key Q2 2025 delivery.
Please reach out to Mary for more detail.
How Make This Process Stick
My recommendation is to appoint one “editor in chief” to issue these updates each week. They should CC the experiment lead on the communication to provide visibility. In the first 4-6 weeks, this editor may need to actively solicit reports and coach people on what to share. This is normal—you’re building a new behavior. During that time, it's critical that managers respond to these updates with kudos and support, and they may need to be prompted to do so in the first couple of weeks.
If these updates become a regular ritual, within ~3 months, you’ll likely have more contributions than you can keep up with. That’s when the real cultural shift happens: people start sharing without prompting, and process improvement becomes part of how your org operates.
I’ve seen this work in large-scale organizations, from manufacturing to healthcare. Whether your continuous improvement culture is just getting started or already mature, this small practice can help you sustain momentum and deepen your culture of learning.
Give it a shot, and don’t forget to celebrate the wins along the way.
Jen Handler is the Head of Professional Services at Code Climate. She’s an experienced technology leader with 20 years of building teams that deliver outcome-driven products for Fortune 50 companies across industries including healthcare, hospitality, retail, and finance. Her specialties include goal development, lean experimentation, and behavior change.
Output is not the same as impact. Flow is not the same as effectiveness. Most of us would agree with these statements—so why does the software industry default to output and flow metrics when measuring success? It’s a complex issue with multiple factors, but the elephant in the room is this: mapping engineering insights to meaningful business impact is far more challenging than measuring developer output or workflow efficiency.
Ideally, data should inform decisions. The problem arises when the wrong data is used to diagnose a problem that isn’t the real issue. Using misaligned metrics leads to misguided decisions, and unfortunately, we see this happen across engineering organizations of all sizes. While many companies have adopted Software Engineering Intelligence (SEI) platforms—whether through homegrown solutions or by partnering with company that specializes in SEI like Code Climate—a clear divide has emerged. Successful and mature organizations leverage engineering insights to drive real improvements, while others collect data without extracting real value—or worse, make decisions aimed solely at improving a metric rather than solving a real business challenge.
From our experience partnering with large enterprises with complex structures and over 1,000 engineers, we’ve identified three key factors that set high-performing engineering organizations apart.
1. Treating Software Engineering Insights as a Product
When platform engineering first emerged, early innovators adopted the mantra of “platform as a product” to emphasize the key principles that drive successful platform teams. The same mindset applies to Software Engineering Intelligence (SEI). Enterprise organizations succeed when they treat engineering insights as a product rather than just a reporting tool.
Data shouldn’t be collected for the sake of having it—it should serve a clear purpose: helping specific users achieve specific outcomes. Whether for engineering leadership, product teams, or executive stakeholders, high-performing organizations ensure that engineering insights are:
- Relevant – Focused on what each audience actually needs to know.
- Actionable – Providing clear next steps, not just numbers.
- Timely – Delivered at the right moment to drive decisions.
Rather than relying on pre-built dashboards with generic engineering metrics, mature organizations customize reporting to align with team priorities and business objectives.
For example, one of our healthcare customers is evaluating how AI coding tools like GitHub Copilot and Cursor might impact their hiring plans for the year. They have specific questions to answer and are running highly tailored experiments, making a custom dashboard essential for generating meaningful, relevant insights. With many SEI solutions, they would have to externalize data into another system or piece together information from multiple pages, increasing overhead and slowing down decision-making.
High-performing enterprise organizations don’t treat their SEI solution as static. Team structures evolve, business priorities shift, and engineering workflows change. Instead of relying on one-size-fits-all reporting, they continuously refine their insights to keep them aligned with business and engineering goals. Frequent iteration isn’t a flaw—it’s a necessary feature, and the best organizations design their SEI operations with this in mind.
2. The Value of Code is Not the Code
Many software engineering organizations focus primarily on code-related metrics, but writing code is just one small piece of the larger business value stream—and rarely the area with the greatest opportunities for improvement. Optimizing code creation can create a false sense of progress at best and, at worst, introduce unintended bottlenecks that negatively impact the broader system.
High-performing engineering organizations recognize this risk and instead measure the effectiveness of the entire system when evaluating the impact of changes and decisions. Instead of focusing solely on PR cycle time or commit activity, top-performing teams assess the entire journey:
- Idea generation – How long does it take to move from concept to development?
- Development process – Are teams working efficiently? Are bottlenecks slowing down releases?
- Deployment & adoption – Once shipped, how quickly is the feature adopted by users?
- Business outcomes – Did the feature drive revenue, retention, or efficiency improvements?
For example, reducing code review time by a few hours may seem like an efficiency win, but if completed code sits for six weeks before deployment, that improvement has little real impact. While this may sound intuitive, in practice, it’s far more complicated—especially in matrixed or hierarchical organizations, where different teams own different parts of the system. In these environments, it’s often difficult, though not impossible, for one group to influence or improve a process owned by another.
One of our customers, a major media brand, had excellent coding metrics yet still struggled to meet sprint goals. While they were delivering work at the expected rate and prioritizing the right items, the perception of “failed sprints” persisted, creating tension for engineering leadership. After further analysis, we uncovered a critical misalignment: work was being added to team backlogs after sprints had already started, without removing any of the previously committed tasks. This shift in scope wasn’t due to engineering inefficiency—it stemmed from the business analysts' prioritization sessions occurring after sprint commitments were made. A simple rescheduling of prioritization ceremonies—ensuring that business decisions were finalized before engineering teams committed to sprint goals. This small yet system-wide adjustment significantly improved delivery consistency and alignment—something that wouldn’t have been possible without examining the entire end-to-end process.
3. Shifting from Tactical Metrics to Strategy
There are many frameworks, methodologies, and metrics often referenced as critical to the engineering insights conversation. While these can be useful, they are not inherently valuable on their own. Why? Because it all comes down to strategy. Focusing on managing a specific engineering metric or framework (i.e. DORA or SPACE) is missing the forest for the trees. Our most successful customers have a clear, defined, and well-communicated strategy for their software engineering insights program—one that doesn’t focus on metrics by name. Why? Because unless a metric is mapped to something meaningful to the business, it lacks the context to be impactful.
Strategic engineering leaders at large organizations focus on business-driven questions, such as:
- Is this engineering investment improving customer experience?
- Are we accelerating revenue growth?
- Is this new approach or tool improving cross-functional collaboration?
Tracking software engineering metrics like cycle time, PR size, or deployment frequency can be useful indicators, but they are output metrics—not impact metrics. Mature organizations go beyond reporting engineering speed and instead ask: "Did this speed up product releases in a way that drove revenue?"
While challenging to measure, this is where true business value lies. A 10% improvement in cycle time may indicate progress, but if sales remain flat, did it actually move the needle? Instead of optimizing isolated metrics, engineering leaders should align their focus with overarching business strategy. If an engineering metric doesn’t directly map to a key strategic imperative, it’s worth reevaluating whether it’s the right thing to measure.
One of our retail customers accelerated the release of a new digital capability, allowing them to capture additional revenue a full quarter earlier than anticipated. Not only did this directly increase revenue, but the extended timeline of revenue generation created a long-term financial impact—a result that finance teams, investors, and the board highly valued. The team was able to trace their decisions back to insights derived from their engineering data, proving the direct connection between software delivery and business success.
Understanding the broader business strategy isn’t optional for high-performing engineering organizations—it’s a fundamental requirement. Through our developer experience surveys, we’ve observed a significant difference between the highest-performing organizations and the rest as it relates to how well developers understand the business impact they are responsible for delivering. Organizations that treat engineers as task-takers, isolated from business impact, consistently underperform—even if their coding efficiency is exceptional. The engineering leaders at top-performing organizations prioritize alignment with strategy and avoid the distraction of tactical metrics that fail to connect to meaningful business outcomes.
Learn how to shift from micro engineering adjustments to strategic business impact. Request a Code Climate Diagnostic.
Code Climate has supported thousands of engineering teams of all sizes over the past decade, enhancing team health, advancing DevOps practices, and providing visibility into engineering processes. According to Gartner®, the Software Engineering Intelligence (SEI) platform market is expanding as engineering leaders increasingly leverage these platforms to enhance productivity and drive business value. As pioneers in the SEI space, the Code Climate team has identified three key takeaways from partnerships with our Fortune 100 customers:
- Engineering Metrics Are Not Enough
- Engineering leaders that adopt a Software Engineering Intelligence (SEI) platform without a proper SEI strategy fail to extract value from the data
- Engineering leaders that adopt quantitative metrics without qualitative measures are missing the full picture
- Engineering leaders that adopt a Software Engineering Intelligence (SEI) platform without a proper SEI strategy fail to extract value from the data
- Hands-Off Approach Falls Short
- Approaching an SEI platform as a traditional turnkey SaaS product does not ensure team success
- Organizations that lack collaboration with an SEI solutions provider often struggle to drive adoption and understanding of engineering insights
- Approaching an SEI platform as a traditional turnkey SaaS product does not ensure team success
- Insights Alone Do Not Drive Outcomes
- Engineering leaders often struggle to translate insights from an SEI platform into actionable steps
- Engineering leaders often struggle to align engineering performance to meaningful business outcomes
- Engineering leaders often struggle to translate insights from an SEI platform into actionable steps
Empowering Engineering Leaders at Enterprise Organizations
The above takeaways have prompted a strategic shift in Code Climate’s roadmap, now centered on enterprise organizations with complex engineering team structure and workflows. As part of this transition, our flagship Software Engineering Intelligence (SEI) platform, Velocity, is now replaced by an enhanced SEI platform, custom-designed for each leader and their organization. With enterprise-level scalability, Code Climate provides senior engineering leaders complete autonomy over their SEI platform, seamlessly integrating into their workflows while delivering the customization, flexibility, and reliability needed to tackle business challenges.
Moreover, we understand that quantitative metrics from a data platform alone cannot transform an organization, which is why Code Climate is now a Software Engineering Intelligence Solutions Partner—offering five key characteristics that define our approach
- Tailored Solutions: We provide engineering solutions via quantitative insights and qualitative workshops that are specifically designed to meet the unique needs of enterprise engineering teams—moving beyond standard, black-box solutions.
- Strategic Collaboration: We enable our enterprise customers to build an SEI strategy, engaging with key stakeholders to align Code Climate’s solution and services with their broader business goals.
- Long-Term Partnership: Our strategic partnership with our enterprise customers is typically ongoing, focusing on long-term value rather than offering a standard insights platform. As an enterprise-level SEI solutions partner, we are invested in the sustained success of our customers.
- Expert Guidance: We offer expert guidance and actionable recommendations to help our enterprise customers navigate challenges, optimize performance, and achieve business goals.
- End-to-End Support: We provide comprehensive services, from advisory support and implementation to ongoing support and optimization.
A Message from the New CEO of Code Climate
"During my time at Pivotal Software, Inc., I met with hundreds of engineering executives who consistently asked, “How do I improve my software engineering organization?” These conversations revealed a universal challenge: aligning engineering efforts with business goals. I joined Code Climate because I'm passionate about helping enterprise organizations address these critical questions with actionable insights and data-driven strategies that empower engineering executives to drive meaningful change." - Josh Knowles, CEO of Code Climate
Ready to make data-driven engineering decisions to maximize business impact? Request a consultation.
Today, we’re excited to share that Code Climate Quality has been spun out into a new company: Qlty Software. Code Climate is now focused entirely on its next phase of Velocity, our Software Engineering Intelligence (SEI) solution for enterprise organizations
How It Started
I founded Code Climate in 2011 to help engineering teams level up with data. Our initial Quality product was a pioneer for automated code review, helping developers merge with confidence by bringing maintainability and code coverage metrics into the developer workflow.
Our second product, Velocity, was launched in 2018 as the first Software Engineering Intelligence (SEI) platform to deliver insights about the people and processes in the end-to-end software development lifecycle.
All the while, we’ve been changing the way modern software gets built. Quality is reviewing code written by tens of thousands of engineers, and Velocity is helping Fortune 500 companies drive engineering transformation as they adopt AI-enabled workflows.
Today, Quality and Velocity serve different types of software engineering organizations, and we are investing heavily in each product for their respective customers.
Where We're Going
To serve both groups better, we’re branching out into two companies. We’re thrilled to introduce Qlty Software, and to focus Code Climate on software engineering intelligence.
Over the past year, we’ve made more significant upgrades to Quality and our SEI platform, Velocity, than ever before. Much of that is limited early access, and we’ll have a lot to share publicly soon. As separate companies, each can double down on their products.
Qlty Software is dedicated to taking the toil out of code maintenance. The new company name represents our commitment to code quality. We’ve launched a new domain, with a brand new, enhanced edition of the Quality product.
I’m excited to be personally moving into the CEO role of Qlty Software to lead this effort. Josh Knowles, Code Climate’s General Manager, will take on the role of CEO of Code Climate, guiding the next chapter as an SEI solutions partner for technology leaders at large, complex organizations.
We believe the future of developer tools to review and improve code automatically is brighter than ever – from command line tools accelerating feedback loops to new, AI-powered workflows – and we’re excited to be on that journey with you.
-Bryan
CEO, Qlty Software
Technology is evolving very quickly but I don't believe it's evolving as quickly as expectations for it. This has become increasingly apparent to me as I've engaged in conversations with Code Climate's customers, who are senior software engineering leaders across different organizations. While the technology itself is advancing rapidly, the expectations placed on it are evolving at an even faster pace, possibly twice as quickly.
New Technology: AI, No-Code/Low-Code, and SEI Platforms
There's Generative AI, such as Copilot, the No-code/Low-code space, and the concept of Software Engineering Intelligence (SEI) platforms, as coined by Gartner®. The promises associated with these tools seem straightforward:
- Generative AI aims to accelerate, improve quality, and reduce costs.
- No-code and Low-code platforms promise faster and cheaper software development accessible to anyone.
- SEI platforms such as Code Climate enhance productivity measurement for informed decisions leading to faster, efficient, and higher-quality outcomes.
However, the reality isn’t as straightforward as the messaging may seem:
- Adopting Generative AI alone can lead to building the wrong things faster.
- No-code or Low-code tools are efficient until you hit inherent limitations, forcing cumbersome workarounds that reduce maintainability and create new challenges compared to native code development.
- As for SEI platforms, as we've observed with our customers, simply displaying data isn't effective if you lack the strategies to leverage it.
When I joined Code Climate a year ago, one recurring question from our customers was, "We see our data, but what's the actionable next step?" While the potential of these technologies is compelling, it's critical to address and understand their practical implications. Often, business or non-technical stakeholders embrace the promises while engineering leaders, responsible for implementation, grapple with the complex realities.
Navigating New Technology Expectations and Realities
Software engineering leaders now face increased pressure to achieve more with fewer resources, often under metrics that oversimplify their complex responsibilities. It's no secret that widespread layoffs have affected the technology industry in recent years. Despite this, the scope of their responsibilities and the outcomes expected from them by the business haven't diminished. In fact, with the adoption of new technologies, these expectations have only increased.
Viewing software development solely in terms of the number of features produced overlooks critical aspects such as technical debt or the routine maintenance necessary to keep operations running smoothly. Adding to that, engineering leaders are increasingly pressured to solve non-engineering challenges within their domains. This disconnect between technical solutions and non-technical issues highlights a fundamental gap that can't be bridged by engineering alone—it requires buy-in and understanding from all stakeholders involved.
This tension isn't new, but it's becoming front-and-center thanks to the promises of new technologies mentioned above. These promises create higher expectations for business leaders, which, in turn, trickle down to engineering leaders who are expected to navigate these challenges, which trickle down to the teams doing the work. Recently, I had a conversation with a Code Climate customer undergoing a significant adoption of GitHub Copilot, a powerful tool. This particular leader’s finance team told her, "We bought this new tool six months ago and you don't seem to be operating any better. What's going on?" This scenario reflects the challenges many large engineering organizations face.
Navigating New Technology Challenges and Taking Action
Here's how Code Climate is helping software engineering leaders take actionable steps to address challenges with new technology:
- Acknowledging the disconnect with non-technical stakeholders, fostering cross-functional alignment and realistic expectations. Facilitating open discussions between technology and business leaders, who may never have collaborated before, is crucial for progress.
- Clearly outlining the broader scope of engineering challenges beyond just writing code—evaluating processes like approval workflows, backlog management, and compliance mandates. This holistic view provides a foundation for informed discussions and solutions.
- Establishing a shared understanding and language for what constitutes a healthy engineering organization is essential.
In addition, we partner with our enterprise customers to experiment and assess the impact of new technologies. For instance, let's use the following experiment template to justify the adoption of Copilot:
We believe offering Copilot to _______ for [duration] will provide sufficient insights to inform our purchasing decision for a broader, organization-wide rollout.
We will know what our decision is if we see ______ increase/decrease.
Let’s fill in the blanks:
We believe offering Copilot to one portfolio of 5 teams for one quarter will provide sufficient insights to inform our purchasing decision for a broader, organization-wide rollout.
We will know what our decision is if we see:
- An increase in PR Throughput
- A decrease in Cycle Time
- No negative impact to Rework
- No negative impact to Defect Rate
Andrew Gassen leads Code Climate's enterprise customer organization, partnering with engineering leaders for organization-wide diagnostics to identify critical focus areas and provide customized solutions. Request a consultation to learn more.