Why Engineers Struggle as Tech Leads

The dangerous promotion every engineer eventually faces

For many software engineers, promotion is seen as the natural reward for technical excellence. But as Pat Kua explains, becoming a tech lead or engineering manager isn’t simply the next step on the career ladder—it’s an entirely different job. Success is no longer measured by the quality of your own code, but by your ability to help others succeed.

Why great engineers can struggle as leaders

Technical expertise doesn’t automatically translate into leadership ability. Pat explores why so many first-time managers continue behaving like their best engineer, solving every problem themselves instead of creating an environment where others can thrive. The result is bottlenecks, burnout and teams that never reach their potential.

Making the shift from maker to multiplier

The heart of engineering leadership is multiplication. Rather than writing every solution, great leaders coach, delegate and create systems that allow others to grow. Pat shares practical ways to let go of day-to-day technical work while remaining technically credible and building confidence in your team.

Lessons from scaling engineering at N26

Drawing on his experience helping grow N26’s engineering organisation from around 55 engineers to nearly 370, Pat discusses the challenges of scaling teams without losing culture, quality or speed. He explains why leadership principles that work for small teams often break down as organisations grow, and how leaders must continually adapt.

Developing the next generation of technical leaders

Leadership isn’t something you learn after you’re promoted. Pat argues that organisations should invest in developing leadership skills long before engineers become managers. Coaching, feedback, communication and influence are all capabilities that can—and should—be practised throughout an engineering career.

Building a career that creates lasting impact

The episode closes with a powerful reminder that the most successful engineering leaders aren’t remembered for the code they wrote, but for the people they helped develop. By shifting your focus from individual contribution to multiplying the capability of others, you create far greater impact—for your team, your organisation and your own career.