Eli Daniel's guest appearances

Eli Daniel

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The Engineering Leadership Podcast

Reid Hoffman

Kim Scott

John Kim

Max Levchin

Jordan Adler

Will Larson

Andreessen Horowitz

Ryan Petersen

Jonathan Raymond

Fred Kofman

Ashton Kutcher

Claire Lew

Aileen Lee

Sarah Guo

David Silverman

OwlTail

Andrew Lau

Communication between engineering leadership and the CEO is crucial, and not without its challenges. In this special episode Andrew Lau (Co-Founder &amp; CEO @ Jellyfish) and Eli Daniel (Head Of Engineering @ Jellyfish) give us an inside look into their own working relationship and share tips for optimal collaboration between engineering leaders, CEOs and "the business."ABOUT ANDREW LAUAndrew Man-Hon Lau (@amlau) is Co-Founder and CEO of Jellyfish, the leading Engineering Management Platform (EMP) that provides complete visibility into engineering organizations, the work they do, and how they operate.Prior to Jellyfish, Andrew was the Chief Strategy Officer for ad-tech leader Nanigans after his social retail-tech company LoopIt was acquired. He also previously helped create companies at Redstar Ventures. Andrew was VP Engineering and founding technology team member of Endeca Technologies, an enterprise search software company that was acquired by Oracle Technologies for over $1B. He also has experience at companies such as Microsoft and IBM.Andrew holds a B.S. in Computer Science from the Massachusetts Institute of Technology. He is a certified barbecue judge for the Kansas City Barbecue Society. He hails from Oakland, CA and is still an avid fan of the Oakland Athletics despite living in Red Sox country for over 20 years. He lives in Cambridge, MA with his wife Elsie and two young children Callie and Mira."There's a game of distrust already happening here, or at least his satisfaction.And dissatisfaction could be why is it something else coming out faster? Like I thought this has been done? Or this thing didn't come out good. Or my favorite person isn't working on this thing.The supposition in the set person's head is that something's wrong with the work assignment, patterns slash it's the wrong matching of people to work or they're doing some stuff is wasting time.Use the act of sharing it and their critique on the specific things to try to suss out what their discontent with...- Andrew Lau   ABOUT ELI DANIELEli Daniel is Head of Engineering at Jellyfish, where he leads the efforts to develop our software products.  He comes to Jellyfish by way of 20+ years in the Boston tech scene, having seen both successful exits and smoldering craters, which have led to a keen interest in what makes successful product development teams go.Eli holds a BS in Computer Science from Yale.  He lives with his family and labrador retriever in Somerville, MA, and looks forward to returning to his regular bike-commute to work."I would try hard to head that thing off at the pass and be like, ‘Whoa! whoa! whoa! Like what... Help me understand, what are you trying to do with this information? How can I help you get what you actually want?Because I don't think it's a list of tasks you haven't heard of that the junior person is working on over there.’”- Eli Daniel   Check out our friends at Jellyfish.Jellyfish helps you align engineering work with business priorities and enables you to make better strategic decisions.Learn more at Jellyfish.co/elcSHOW NOTES:Translating engineering to the CEO (2:50)The tension between CEO and Head of Engineering (3:54)1:1’s with the CEO (7:01)The disconnect between CEO and engineering leaders (8:22)How to navigate mistrust from the CEO (12:44)Maintaining clarity with the CEO (17:15)Reporting hiring challenges for engineering (19:50)Hero developers don’t scale (27:02)What level of business insight do engineering leaders need? (36:40)Should engineering teams adopt trending frameworks? (39:10)Managing release expectations (45:11)How engineering leaders can stay in tune with business priorities (53:01)Takeaways (59:18)

Communication between engineering leadership and the CEO is crucial, and not without its challenges. In this special episode Andrew Lau (Co-Founder &amp; CEO @ Jellyfish) and Eli Daniel (Head Of Engineering @ Jellyfish) give us an inside look into their own working relationship and share tips for optimal collaboration between engineering leaders, CEOs and "the business."<h2>ABOUT <a href="https://www.linkedin.com/in/amlau/" rel="nofollow" target="_blank">ANDREW LAU</a></h2>Andrew Man-Hon Lau (<a href="https://twitter.com/amlau" rel="nofollow" target="_blank">@amlau</a>) is Co-Founder and CEO of <a href="http://jellyfish.co/elc" rel="nofollow" target="_blank">Jellyfish</a>, the leading Engineering Management Platform (EMP) that provides complete visibility into engineering organizations, the work they do, and how they operate.Prior to <a href="http://jellyfish.co/elc" rel="nofollow" target="_blank">Jellyfish</a>, Andrew was the Chief Strategy Officer for ad-tech leader Nanigans after his social retail-tech company LoopIt was acquired. He also previously helped create companies at Redstar Ventures. Andrew was VP Engineering and founding technology team member of Endeca Technologies, an enterprise search software company that was acquired by Oracle Technologies for over $1B. He also has experience at companies such as Microsoft and IBM.Andrew holds a B.S. in Computer Science from the Massachusetts Institute of Technology. He is a certified barbecue judge for the Kansas City Barbecue Society. He hails from Oakland, CA and is still an avid fan of the Oakland Athletics despite living in Red Sox country for over 20 years. He lives in Cambridge, MA with his wife Elsie and two young children Callie and Mira.<blockquote>"There's a game of distrust already happening here, or at least his satisfaction.And dissatisfaction could be why is it something else coming out faster? Like I thought this has been done? Or this thing didn't come out good. Or my favorite person isn't working on this thing.The supposition in the set person's head is that something's wrong with the work assignment, patterns slash it's the wrong matching of people to work or they're doing some stuff is wasting time.Use the act of sharing it and their critique on the specific things to try to suss out what their discontent with...- Andrew Lau   </blockquote><h2>ABOUT <a href="https://www.linkedin.com/in/eli-daniel/" rel="nofollow" target="_blank">ELI DANIEL</a></h2>Eli Daniel is Head of Engineering at <a href="http://jellyfish.co/elc" rel="nofollow" target="_blank">Jellyfish</a>, where he leads the efforts to develop our software products.  He comes to Jellyfish by way of 20+ years in the Boston tech scene, having seen both successful exits and smoldering craters, which have led to a keen interest in what makes successful product development teams go.Eli holds a BS in Computer Science from Yale.  He lives with his family and labrador retriever in Somerville, MA, and looks forward to returning to his regular bike-commute to work.<blockquote>"I would try hard to head that thing off at the pass and be like, ‘Whoa! whoa! whoa! Like what... Help me understand, what are you trying to do with this information? How can I help you get what you actually want?Because I don't think it's a list of tasks you haven't heard of that the junior person is working on over there.’”- Eli Daniel   </blockquote><h2>Check out our friends at <a href="https://www.notion.so/sfelc/Jellyfish.co/elc" rel="nofollow" target="_blank">Jellyfish</a>.</h2><h3>Jellyfish helps you align engineering work with business priorities and enables you to make better strategic decisions.</h3>Learn more at <a href="https://www.notion.so/sfelc/Jellyfish.co/elc" rel="nofollow" target="_blank">Jellyfish.co/elc</a><h2>SHOW NOTES:</h2><ul><li>Translating engineering to the CEO (2:50)</li><li>The tension between CEO and Head of Engineering (3:54)</li><li>1:1’s with the CEO (7:01)</li><li>The disconnect between CEO and engineering leaders (8:22)</li><li>How to navigate mistrust from the CEO (12:44)</li><li>Maintaining clarity with the CEO (17:15)</li><li>Reporting hiring challenges for engineering (19:50)</li><li>Hero developers don’t scale (27:02)</li><li>What level of business insight do engineering leaders need? (36:40)</li><li>Should engineering teams adopt trending frameworks? (39:10)</li><li>Managing release expectations (45:11)</li><li>How engineering leaders can stay in tune with business priorities (53:01)</li><li>Takeaways (59:18)</li></ul>

Translating engineering to the CEO w/ Andrew Lau and Eli Daniel

In this episode, rachel, Kendall, and Eli talk about:  The most apt failed startup name ever A terrible first experience as a manager and being voluntold to try it again Enjoying the force multiplier of leadership vs individual contribution Oracle acquisition zingers (nice one, Kendall) Being Guild-less at Spotify Going from being told what to build to asking what should be built Learning that it's important to also care about the business plan Communicating and marketing business context to [naive|entitled] engineers How that context helps drive a more collaborative process and empowers engineers How big is too big? Kendall asking the important questions The inevitability of acquiring a "superstructure of bullshit" Outgrowing the "rah rah" aspect of working at a company Feelings of beard inadequacy and enjoyment of bicycles The romance of building a sailboat with your life partner  You can find Eli on the Rands Leadership Slack and on LinkedIn at https://www.linkedin.com/in/eli-daniel/ Special thanks to Mel Stanley for our theme music &lt;3 

In this episode, rachel, Kendall, and Eli talk about: <ul> <li>The most apt failed startup name ever</li> <li>A terrible first experience as a manager and being voluntold to try it again</li> <li>Enjoying the force multiplier of leadership vs individual contribution</li> <li>Oracle acquisition zingers (nice one, Kendall)</li> <li>Being Guild-less at Spotify</li> <li>Going from being told what to build to asking what should be built</li> <li>Learning that it's important to also care about the business plan</li> <li>Communicating and marketing business context to [naive|entitled] engineers</li> <li>How that context helps drive a more collaborative process and empowers engineers</li> <li>How big is too big? Kendall asking the important questions</li> <li>The inevitability of acquiring a "superstructure of bullshit"</li> <li>Outgrowing the "rah rah" aspect of working at a company</li> <li>Feelings of beard inadequacy and enjoyment of bicycles</li> <li>The romance of building a sailboat with your life partner</li> </ul> You can find Eli on the Rands Leadership Slack and on LinkedIn at <a href="https://www.linkedin.com/in/eli-daniel/" rel="nofollow" target="_blank">https://www.linkedin.com/in/eli-daniel/</a> Special thanks to Mel Stanley for our theme music &lt;3

Episode 75: Eli Daniel (Jellyfish)

In this episode, we have the pleasure of having Eli Daniel Keren, Co-founder and head of strategy at P.F.C joining us. Eli tells us about his background, starting with studies in London and his entrepreneurial experience starting several ventures. How he got inspired and introduced to Fintech when he lived in New York right after the crash of Lehman Brothers and the following financial crisis. When he got back from New York he went around in Stockholm to pitch the idea of the company that we today call P.F.C. You will also hear us discuss with Eli about why Personalization is such a big thing in the future of banking.

In this episode, we have the pleasure of having Eli Daniel Keren, Co-founder and head of strategy at P.F.C joining us. Eli tells us about his background, starting with studies in London and his entrepreneurial experience starting several ventures. How he got inspired and introduced to Fintech when he lived in New York right after the crash of Lehman Brothers and the following financial crisis. When he got back from New York he went around in Stockholm to pitch the idea of the company that we today call P.F.C. You will also hear us discuss with Eli about why Personalization is such a big thing in the future of banking.

27. Why Personalization is the future of banking with Eli Daniel Keren from P.F.C