Central Theme

The article explores the multifaceted and dynamic nature of the Vice President of Software Engineering role. Rather than offering a static job description, the author argues that the position is defined by the organization’s stage, leadership culture, and specific context. It highlights the transition from purely technical leadership to a role centered on people, business strategy, and sustainable delivery systems.

Key Pillars of Accountability

The author identifies four enduring responsibilities that define the role regardless of specific daily tasks:

• Enterprise-Level Quality: Ensuring stability, resilience, and automation using flow metrics to improve delivery.
• People Engagement: cultivating psychological safety, autonomy, and trust to keep delivery moving.
• Retention and Development: Building career frameworks and coaching managers to solve the difficult challenge of retaining top talent.
• Skills and Capabilities: Investing in learning and experimentation (such as AI adoption) to keep the team competitive without chasing trends blindly.

Key Findings and Arguments

• VP of Engineering vs. CTO: The distinction is drawn clearly: CTOs put technology and vision first; VPEs put people, practices, and execution systems first. One defines the “what,” the other ensures the “how.”
• From T-Shaped to V-Shaped Skills: Executive leadership requires evolving from T-shaped skills (deep engineering knowledge) to V-shaped skills, which retain engineering depth but add meaningful proficiency in strategy, finance, M&A, and product management.
• Business Alignment: Engineering must be connected to the business’s growth engine. Without this alignment, the department risks being viewed solely as a cost center.
• Global Management: The role often involves managing distributed talent (offshore/nearshore) and integrating diverse cultures through acquisitions.

Conclusion

Ultimately, the answer to what a VP of Engineering does is “it depends.” However, the core purpose remains consistent: building systems of delivery and leadership that sustain value long after any single leader has moved on. Success is measured not just by technical output, but by the ability to navigate organizational change, mentor future leaders, and align technical execution with business outcomes.

Mentoring question

Reflecting on the author’s transition from ‘T-shaped’ to ‘V-shaped’ skills, which non-technical domain (Finance, Strategy, or Product) are you currently least comfortable with, and what is one step you can take this month to deepen your fluency in that area?

Source: https://medium.com/@rethinkyourunderstanding/so-what-does-a-vp-of-engineering-do-3e5628ed532d