vector research partners ( aka V4RP )
V4RP: Mastering the Human Side of Engineering – Lessons from Apple, Palantir, and Slack
Apple engineering leader Michael Lopp drops tactical advice for managers on how to empower engineers—and become stronger leaders themselves.
Scaling engineering is hard. Always has been. Especially now.
“The market is tremendously crowded,” says Lopp. “I could dream something up, and ChatGPT could basically spin it up in three hours. Democratization of product is amazing—it puts power in anyone’s hands—but it also makes execution tricky.”
Amid the AI chatter, people debate what it means to be an engineer today. Do you still need coding skills? Or is judgment and operational savvy the new currency? Lopp is clear: “It comes down to good judgment and incredible operations. Who’s making decisions, and how? Even if anyone can whip up an app, it’s still the humans in your org who matter most—for now.”
Lopp has spent his career at Apple, Palantir, Slack, Borland, and Netscape, building both products and leadership muscle. He shares his insight on engineering, management, and leadership on his blog Rands in Repose and in his books. In this piece, he focuses less on tech and more on what actually makes engineering organizations hum: their people.
Build a team structure that lets people do their best work
Across every company, one truth repeats: engineering matters.
“When you look at the last three companies I was at, they were wildly different businesses. But all shared an ethos prioritizing engineering, smart people, and rapid growth.”
Here’s how Lopp thinks about creating durable, high-performing teams:
Tip #1: Encourage “wolf time”
Lopp’s ideal split: 71/29.
- 71%: Build what matters, get things done, earn feedback.
- 29%: Explore anything that sparks inspiration, even if it doesn’t fit neatly into a manager’s spreadsheet.
“I call it wolf time. Sniff around. Explore what you want to do next. The goal? You shouldn’t be able to explain it.”
Operationalizing this is tricky. At Palantir, trying to formalize it into a “wolf team” blew up. Lopp learned it works better as informal encouragement: a nod, a conversation, maybe a weekly check-in. Word spreads fast, and culture shifts quietly—but powerfully.
Tip #2: Keep debate regular
High-functioning teams are three-legged stools: engineering, product, and design.
“You need debate. Product and design simplify the story for the user. Engineering makes it real. If they can’t agree, that’s good—that’s how ideas get tested.”
Culture is set from the top. Leaders need to model openness to challenge and create a space where smart people can argue—without ego—about what’s right for the product.
Tip #3: Build scalable operations with quality
Two things matter: sound judgment and operational reliability.
Bad decisions usually come from bad judgment. Accountability isn’t punishment—it’s the ability to explain and justify what you’re doing. Decisions need a story: Why this choice? How does it scale?
Operations amplify judgment. Smooth, repeatable processes are what let your org scale without chaos. Recruiting, product development, and engineering execution all rely on this operational backbone. “You’re building the company as much as the product,” Lopp says.
Engineering + Product: Make the relationship work
Bad PMs make engineers feel like cogs. Great PMs make them understand the why.
Engineers are “how” people—they make it happen. Product tells the story of the user. The trick: give engineers full context so they can make smart decisions. Lopp:
“If an engineer ever says, ‘Product said we have to do this,’ I get livid. They need to understand why it matters.”
Slack co-founder Stewart Butterfield’s approach illustrates this: every feature explained within a larger vision, giving engineers clarity, ownership, and alignment.
Leadership isn’t technical—it’s human
The best leaders focus on people. Lopp highlights three traits:
1. Be malleable
Leaders must adapt to different personalities without being fake. Feedback isn’t punishment—it’s information. Rapid growth exposes people’s true abilities, so leaders must constantly reassess and reorg to optimize team performance.
2. Be a storyteller
Forget “do this, do that.” Lead through stories that inspire. Give people the information and vision they need, then let them own it. Even if some want step-by-step instructions, true autonomy produces smarter, more motivated engineers.
3. Understand individual motivations
Curiosity is key. Ask: what drives this person? Lopp’s examples range from engineers who thrive on technical challenges to admins who are “money-operated.” Knowing the core motivation lets leaders craft meaningful paths for growth and engagement.
The takeaway
Human dynamics are the real engine of engineering success. Products follow people, not the other way around. Lopp:
“An engineering team is a tapestry of these crazy, lovely humans. Learn how they interact, invest in their growth, and you set your company up to scale and communicate value effectively.”
