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Here you will find articles on an ambitious plan to travel from Singapore to Morocco overland, i.e. without flying.

I will use buses and trains to travel through South East Asia, China, Mongolia, Russia, and Europe.

Read about The Plan So Far.

Life as a Product Growth Tech Lead

Written by Joshua Fuglsang on .

Growth Team meeting at rooftop co-working space in Sydney
Growth Team meeting at rooftop co-working space in Sydney - Copy­right © Joshua Fuglsang


From 2015 to 2017 I was for­tu­nate to be in­volved in the for­ma­tion of a Prod­uct Growth team at a suc­cess­ful Aus­tralian start­up. While work­ing on the Growth team I was giv­en the op­por­tu­ni­ty to work as the team’s tech­ni­cal lead. In Au­gust 2017 I re­signed from this po­si­tion to pur­sue oth­er goals, which you can read about here. This is an ar­ti­cle about my role as a Growth En­gi­neer and a Tech Lead.

Experiment Execution

One of the unique traits of work­ing in a Growth Team is the ex­per­i­ment driv­en work­flow. At a high lev­el, the ex­per­i­ment work­flow looks like so:

  1. Ideate: gen­er­ate ideas that can re­sult in growth.
  2. Val­i­date: val­i­date the ideas by re­search; most typ­i­cal­ly this meant val­i­dat­ing through quan­ti­ta­tive anal­y­sis of an­a­lyt­ics da­ta, but could al­so in­volve qual­i­ta­tive anal­y­sis through us­er re­search.
  3. De­sign: de­sign the UI of the ex­per­i­ment for in­clu­sion in the prod­uct.
  4. Im­ple­ment: build the soft­ware so­lu­tion.
  5. An­a­lyse: build an­a­lyt­ics dash­boards and graphs to ver­i­fy if the ex­per­i­ment was a suc­cess.
  6. Re­port: re­port on the out­come of the ex­per­i­ment and doc­u­ment learn­ings to feed in to fu­ture ex­per­i­ments.

Project Management

A big part of the rea­son why I re­ceived my pro­mo­tion was due to my abil­i­ty to man­age projects. In the ear­ly days of our Growth team we had no ded­i­cat­ed project man­ag­er for the larg­er ex­per­i­ments; hav­ing a de­sire to ex­pand my skill set I took the op­por­tu­ni­ty be the project man­ag­er on a few oc­ca­sions. Two such projects in­volved sev­er­al en­gi­neers, a de­sign­er, and an an­a­lyst; and both of these projects were for my own unique ideas and have since be­come fix­tures of the prod­uct. In the fi­nal few months of my term I was man­ag­ing the work­load for three iOS en­gi­neers, in­clud­ing my­self. On top of this I ran dozens of end-to-end ex­per­i­ments with a wide range of com­plex­i­ties.

Issue Accountability

As the Growth team was ex­pand­ing and the com­pa­ny was ma­tur­ing it was be­com­ing more and more im­por­tant that the team didn’t in­tro­duce any crit­i­cal re­gres­sions; this was one of the big rea­sons for the cre­ation of the tech­ni­cal lead role.

First­ly this task re­quired that ad­di­tion­al pro­cess­es be put in place to en­sure that code was re­li­able when shipped. For us this pri­mar­i­ly meant:

  1. Run­ning blitz tests on the ma­jor projects,
  2. En­sur­ing that code had a high lev­el of unit test cov­er­age,
  3. Dis­cussing and doc­u­ment­ing code changes that had risk. Ad­di­tion­al risk could be at­trib­uted to the tech­ni­cal debt in­her­ent in some of the old­er sys­tems as well as sys­tems that had a large num­ber of de­pen­den­cies / de­pen­dent sys­tems.

This helped to mit­i­gate po­ten­tial prob­lems, but the oth­er as­pect of this re­spon­si­bil­i­ty was to be ac­count­able for when prob­lem­at­ic code was shipped. For this the were sev­er­al re­spon­si­bil­i­ties:

  1. Be avail­able: when things in­evitably went wrong you would need to be avail­able to see the is­sue through to its res­o­lu­tion.
  2. Have con­tin­gen­cies: this one was quite easy for us as ev­ery fea­ture we re­leased was con­trol­lable via a serv­er vari­able. There­fore if any­thing ev­er went wrong we could turn off the ex­per­i­ment ei­ther for the in­di­vid­u­al who re­port­ed the is­sue or for ev­ery­one en­rolled in the ex­per­i­ment. For­tu­nate­ly the lat­ter nev­er hap­pened.
  3. Doc­u­ment learn­in­gs: once an is­sue had been iden­ti­fied a doc­u­ment was cre­at­ed so that we could record crit­i­cal in­for­ma­tion such as the cause of the bug and how we would pre­vent this sit­u­a­tion from aris­ing again.

Idea Research

A big part of be­ing a Growth en­gi­neer was con­tribut­ing ideas to the team’s back­log. There were sev­er­al tech­niques em­ployed to gen­er­ate ideas:

  1. Tear­down apps and ser­vices with­in dif­fer­ent in­dus­try ver­ti­cals and with­in the same in­dus­try,
  2. Read cus­tomer feed­back from sup­port chan­nels,
  3. Run us­er test­ing ses­sions on the var­i­ous sys­tems with­in the app, in par­tic­u­lar on the on­board­ing flow,
  4. Do self-di­rect­ed ex­plorato­ry work of the an­a­lyt­ics da­ta,
  5. Build feed­back col­lec­tion mech­a­nisms in to large-scale ex­per­i­ments. Re­view feed­back as it was ar­riv­ing,
  6. Quiz fel­low en­gi­neers on what en­hance­ments they think can be made in to the app,
  7. Par­tic­i­pate in cre­ative off-sites,
  8. Per­form self di­rect­ed brain­storm­ing and con­sid­er­a­tion of the apps fea­tures and de­sign.

One achieve­ment I had re­gard­ing this was re­ceiv­ing the com­pa­ny’s quar­ter­ly “Bring Ideas” award. In ad­di­tion I led two teams to vic­to­ry in com­pa­ny wide hackathons. At the time of re­sign­ing there had been on­ly 5 such events.


As a Growth en­gi­neer I was re­spon­si­ble for build­ing ex­per­i­ments for the iOS plat­form. En­gi­neer­ing tasks would in­clude:

  1. Im­ple­ment­ing ex­per­i­men­tal fea­tures,
  2. Ar­chi­tect­ing frame­works to sup­port ex­per­i­ments,
  3. Main­tain­ing the an­a­lyt­ics in­fra­struc­ture,
  4. De­sign­ing and im­ple­ment­ing event track­ing for ac­cu­rate anal­y­sis of ex­per­i­ments.

Experiment Monitoring

A big com­po­nent a Growth en­gi­neer­ing is mon­i­tor­ing ex­per­i­ments. This in­volves:

  1. Build­ing graphs and dash­boards in an­a­lyt­ics plat­forms,
  2. Build­ing in mech­a­nisms to col­lect qual­i­ta­tive us­er feed­back,
  3. Dis­sect­ing an­a­lyt­ics events,
  4. Re­port­ing on find­ings.

In ad­di­tion to this be­ing so close to the an­a­lyt­ics da­ta, I would pe­ri­od­i­cal­ly check oth­er app events such as:

  1. Crash rates by plat­form,
  2. Core met­rics re­lat­ed to gen­er­al ap­pli­ca­tion us­age and health,
  3. App rat­ing trends.

Stakeholder Communication

On the Growth team our work of­ten spanned the full breadth of the prod­uct. This meant we had to do a lot of com­mu­ni­ca­tion over what we were chang­ing as we weren’t nec­es­sar­i­ly the cus­to­di­ans of the sys­tems we were ex­per­i­ment­ing on.

Stake­hold­er com­mu­ni­ca­tion in­volved:

  1. Writ­ing con­sis­tent doc­u­men­ta­tion for ex­per­i­ments. Doc­u­ments in­clud­ed: ex­per­i­ment goals, tar­get­ed us­er co­horts, suc­cess and fail­ure met­rics, screen­shots of changes, ex­per­i­ment run­time, and an­a­lyt­ics re­sults.
  2. At­tend­ing tech­ni­cal lead­er­ship meet­ings to dis­cuss changes be­ing made.
  3. An­nounc­ing when ex­per­i­ments were go­ing live, when split sizes were chang­ing, and no­ti­fy­ing sup­port of change im­pli­ca­tions.
  4. Re­port­ing on ex­per­i­ment re­sults in team meet­ings and prod­uct lead­er­ship meet­ings for larg­er projects.

Technical Leadership

An­oth­er im­por­tant as­pect of my po­si­tion was to pro­vide tech­ni­cal lead­er­ship and men­tor­ship to oth­er en­gi­neers. This in­volved:

  1. Scop­ing ma­jor projects,
  2. Pro­vid­ing es­ti­mates for the amount time re­quired to com­plete pieces of work,
  3. Ad­vis­ing on en­gi­neer­ing best prac­tices,
  4. Ed­u­cat­ing and as­sist­ing non-growth team mem­bers to run their own ex­per­i­ments.

In ad­di­tion to be­ing the Growth Tech Lead I was al­so a Se­nior iOS En­gi­neer. As a part of this I would pro­vide tech­ni­cal lead­er­ship to oth­er iOS en­gi­neers. This in­clud­ed:

  1. Par­tic­i­pat­ing in dis­cus­sions on plat­form best prac­tices,
  2. Per­form­ing code demon­stra­tions to the iOS guild,
  3. Re­search­ing and ad­vo­cat­ing al­ter­na­tive ar­chi­tec­tures for iOS apps,
  4. Re­leas­ing new iOS ver­sions to the App Store,
  5. Be­ing pri­ma­ry in­ter­view­er when ex­pand­ing the iOS en­gi­neer­ing team,
  6. On­board­ing new­ly hired iOS de­vel­op­ers.


You can see that it was quite an in­volved role that re­quired a lot of du­ties be­yond the scope of a “nor­mal” en­gi­neer­ing role. I need­ed to:

  1. Be able to think lat­er­al­ly to come up with new ideas,
  2. Be a good com­mu­ni­ca­tor in or­der to be able to pitch your ideas and to doc­u­ment your learn­ings ef­fec­tive­ly,
  3. Be able to use an­a­lyt­ics plat­forms in or­der to an­a­lyse ex­per­i­ment re­sults and to do ex­plorato­ry re­search,
  4. Have some de­sign skill in or­der to cre­ate vi­su­al­i­sa­tions of your ideas,
  5. Be an ef­fi­cient en­gi­neer as ex­per­i­men­ta­tion should have a high ca­dence in or­der to learn as much as quick­ly as pos­si­ble.

I don’t claim to be an ex­pert in all of these ar­eas, but over the course of two years I went from hav­ing a T-shaped skill set of an en­gi­neer to hav­ing the V-shaped skill set nec­es­sary for self-suf­fi­cient­ly run­ning end-to-end ex­per­i­ments.

Thanks for read­ing this ar­ti­cle. A lot of ex­tra de­tail could be added to all points in here. If you have any ques­tions then please feel free to com­ment be­low or email me di­rect­ly.

Please see the rest of my Growth Ar­ti­cles for more.


Here you will find articles on an ambitious plan to travel from Singapore to Morocco overland, i.e. without flying.

I will use buses and trains to travel through South East Asia, China, Mongolia, Russia, and Europe.

Read about The Plan So Far.