Getting late. Just some thoughts about my job as an Engineering Leader.. out of my chest and brain ;)

I’ve been talking about the “Fantastic 4” in the previous post - four engineers as the sweet spot for modern, AI-assisted teams. But that naturally raises the next question: what does the Engineering Manager do in this world of smaller, faster squads?

In the past, EMs often managed large teams of 6 - 12, tracked projects closely, and leaned on Tech Leads as mini-managers inside the group. AI and modern tooling are changing that dynamic. Teams are leaner, execution is faster, and the EM’s job shifts away from task-tracking toward building conditions where small squads can thrive.

Inside a Fantastic 4 Squad

  • Tech Lead (expert & key responsible person): The one with the deepest context on the system, helping with functionality and architecture while still coding every day. They continuously bridge the AI gaps - validating generated code, spotting edge cases, and making sure shortcuts don’t become long-term problems.

  • Domain Specialists: At least two people with depth - maybe frontend and backend, or backend and data/infra. They cover critical areas so no one gets spread too thin.

  • Generalist/Integrator: The glue role. Someone who connects pieces, validates assumptions, and ensures the product holds together end-to-end.

  • All as Builders: Everyone writes specs, reviews, and delivers. With AI accelerating execution, there’s less room for silos - the whole squad takes part in shaping and shipping.

This structure lines up closely with what Team Topologies calls a “stream-aligned team”: small, autonomous, and cross-functional.

Do We Still Need an Engineering Manager?

It’s a fair question. With squads this small, AI handling execution, and a Tech Lead carrying technical accountability, you could argue an EM is redundant. For a short-lived project or a startup MVP, maybe you can get away without one. But in the long run - across an enterprise, with multiple squads, compliance demands, and human growth to consider - the EM is still needed.

Why? Because people are still people. They need coaching, conflict resolution, and growth opportunities. Teams still need someone looking across boundaries, simplifying cross-functional noise, and keeping dynamics healthy. Without that, velocity may spike for a quarter but rarely sustains.

The Role of the Engineering Manager

The EM sits just outside the four - close enough to know what’s happening, but not in their daily code reviews. The role shifts into:

  • Coach & career guide: Growth doesn’t stop just because the team is small. EMs invest in developing people, making sure individuals don’t plateau, and sustaining healthy dynamics. People are still people — with strengths, blind spots, and off-days.

  • Coordination shield: Each squad will bump into cross-team work — platform dependencies, compliance checks, design reviews. EMs protect focus by filtering, prioritizing, and simplifying these interfaces.

  • Outcome amplifier: Research from Accelerate (Forsgren, Humble, Kim) shows the best teams succeed when they have clear outcomes, psychological safety, and trust. The EM creates that environment - not by micromanaging, but by amplifying outcomes.

  • Culture builder: The EM sustains the team’s rhythm: handling conflict early, encouraging healthy feedback loops, and ensuring wins get celebrated. These things don’t show up in Jira but make or break long-term velocity.

The New Balance

The TL and EM complement each other. The TL carries expertise and technical accountability inside the squad. The EM grows the people, sustains the culture, and clears the path across the wider org.

That’s the recipe I think: four builders inside the squad, AI in the mix, a TL guiding functionality, and an EM orbiting nearby. Small, nimble, and human - with just enough structure to keep efficiency and velocity high without drowning in process.

To the next one..