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I'm a commercial technologist. Someone who holds complex technical vision in one hand and…
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Sam's Engineering Management Reading List
Sam's Engineering Management Reading List
These are the ten most helpful and impactful books I've read. They cover various topics such as team building…
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Sam Boswell نشر ذلكLet me show you what's inside Module 1 of The Engineering Manager's Starter Kit. The 1-to-1 template. Most 1-to-1s fail because they default to status updates. The person on the other side of the table could have sent you a Slack message. Why are you both here? The template in the kit flips the structure entirely. It starts with energy and wellbeing, moves into growth and development, and only then touches on work blockers and priorities. One of my favourite questions from the template: "What's one thing I could do differently as your manager that would make your work easier?" Most managers never ask this. And it's one of the highest-signal questions you can ask. There are 15 more structured questions like it in the kit, along with guidance on how to create the psychological safety that makes honest answers actually happen. If you're still running status-update 1-to-1s, this template will change how you think about the meeting entirely. Link in the comments.
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Sam Boswell شارك ذلكIt's here. After seeing so many talented engineers struggle through their first months as managers, doing everything right technically but feeling completely lost on the people side, I decided to build the resource I wish I'd had. Today, The Engineering Manager's Starter Kit is out. It includes: - 1-to-1 templates with the exact questions that turn awkward check-ins into real development conversations - A hiring scorecard and structured interview guides to take the guesswork out of building your team - A delegation framework so you stop being a bottleneck and start building capability - Weekly reflection templates to help you stay intentional about how you spend your time - Mental models for navigating the toughest parts of the manager role I built this because the transition from engineer to manager is hard, and it doesn't have to be as hard as most people make it. Link in the comments. I'd love to hear what you think.
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Sam Boswell نشر ذلكTomorrow. I've spent months building The Engineering Manager's Starter Kit, and tomorrow it finally goes live. If you're a new EM, or you're about to step into the role, this was built with you in mind. All the structure, templates, and frameworks that take most managers years to develop, packaged up so you can hit the ground running.
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Sam Boswell نشر ذلكFour days. That's how long until I share something I've been working on for months. While I finish the last few details, let me tell you what's inside. The Engineering Manager's Starter Kit covers the areas where I see new EMs struggle most: - 1-to-1 structures that actually build trust and development conversations - A hiring process that reduces gut-feel decisions - A delegation framework that builds your team's capability without losing oversight - Templates for the recurring conversations that feel awkward until they feel normal - Mental models for thinking about your role differently It's the resource I wish had been handed to me on day one. If you know a new or soon-to-be engineering manager, tag them below. This might be exactly what they need.
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Sam Boswell نشر ذلكI've been a bit quiet lately, and that's because I've been building. For the past few months, I've been putting together a resource I genuinely wish had existed when I first became an engineering manager. It's a complete starter kit, built around the things that actually matter in the first 6-12 months of the role: running great 1-to-1s, hiring well, delegating effectively, managing your time, and avoiding the most common traps new EMs fall into. Templates, frameworks, guides — all grounded in real experience. I'm putting the finishing touches on it now. Launch is coming very soon. Follow me if you want to be the first to know when it drops.
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Sam Boswell نشر ذلكThere's a big difference between dumping work on someone and actually delegating. Dumping work: "Can you handle the infra review?" Full stop. Delegating: "I'd like you to own the infra review. Here's the context you need, here's how I'll support you, and here's how we'll know it's gone well." One leaves people anxious and guessing. The other builds capability and confidence. After spending years watching teams thrive and struggle, I've come to believe that delegation is one of the highest-leverage skills a new EM can develop. And it's almost never taught. Which is exactly why I've been quietly building something. Something I wish had existed when I first stepped into the manager role. More details very soon. Follow along if you're curious.
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Sam Boswell نشر ذلكI almost destroyed my team by being too helpful. Six months into my first EM role, I had become the bottleneck for everything. Every technical decision, every PR review, every architectural question came to me. I felt needed. Useful. Productive. What I didn't see was what was happening on the other side: my engineers were frustrated. They felt micromanaged. They weren't growing because I wasn't giving them space to make decisions. The mistake I made was confusing "being busy" with "being valuable." Here's what I learned: as an engineering manager, your job is not to be the best engineer in the room. It's to make your engineers better. And you cannot do that if you're still doing their jobs for them. The hardest part of the transition from IC to manager is accepting that your value is now measured by the output of your team, not your personal output. Delegation isn't about giving people tasks. It's about giving them ownership, trust, and space to fail safely.
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Sam Boswell نشر ذلكBad 1-to-1s are quietly killing your team. Not in a dramatic way. More like a slow leak. Week after week, your engineer sits down with you, you run through what they're working on, you both nod, and then you both leave wondering what the point of that meeting was. Here's the thing: a 1-to-1 that's just a status update is a waste of time for everyone. Status updates belong in async tools, standups, and Jira. Your 1-to-1 is for something completely different. It's for growth, trust, and early warning signals. Done well, 1-to-1s are where you catch disengagement before it becomes resignation. Where you understand what's actually blocking someone. Where you build the kind of relationship that makes hard conversations easier. Done badly, they're a calendar obligation that nobody looks forward to. The difference between the two isn't talent. It's structure, and the right questions. What does your current 1-to-1 structure look like?
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Sam Boswell أعاد نشر ذلكSam Boswell أعاد نشر ذلكThe UK BESS playbook is being exported. The markets that it's landing in are 5-10 years behind. I hear lots of developers are interested in building shadow trading models, especially for power markets in the early phase of their first commercial battery deployments. These countries are all following the same pattern, they're just at different phases in the journey. The questions they're asking now are the questions GB asked between 2017 and 2020. Which markets to enter first. How to bid into balancing. Whether to outsource optimisation or build in-house. Tolling deal or merchant. What the right control stack looks like. Where the data lives. Each of those questions has a UK answer by now. Not the only answer. But a tested one, paid for in real losses on real assets. What sits behind the answers isn't the hardware. The cells, inverters, and transformers are global commodities. The 100 MW battery built across the rest of Europe uses largely the same kit as the one built in Yorkshire. What is different is the operating stack. UK BESS operators have been forced through a decade of market design choices that turned out to matter more than the hardware. The DM/DR transition and the dreaded EAC! The Balancing Mechanism flex-tech dispatch wars. REV rules, BR, then QR, now SR. The optimiser-asset-owner interface, which made us forget that "operator" is actually a role which humans hold the can for, even for BESS. The warranty-versus-revenue trade-offs. Metering granularity. Trading desk integration. Most of those questions in less mature markets are not yet decided. The default answer is: copy the GB pattern. Sometimes that is right. Often it is too aggressive for a market with thinner liquidity, fewer co-optimised services, and looser dispatch enforcement. Three observations from the work. First, importing the most sophisticated UK setup is tempting and usually wrong. A merchant-revenue, multi-service, fully-automated stack assumes a market with the volumes to feed it. Most pre-2030 European battery markets will not have that. Start with the operating model. Let the trading complexity arrive when the market does. Second, the people doing this work want case studies, not white papers. The UK has produced enough operational data over the last five years to model almost any decision empirically. That data is gold. Sharing it carefully is the most useful thing the GB ecosystem can do for the next wave of European markets. Third, the hard lesson UK operators learned is the same one. Hardware is the small problem. The operating model wrapped around it is the big one for revenue at the end of the day. Less mature markets do not yet believe this yet. They will. The BESS export market is real. The product being exported is not the battery. It's ten years of operational mistakes, learned in public, on the GB grid.
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكCandidate: Before we talk salary, I want to understand something. What's my inference budget? Hiring Manager: ...Sorry, my what? Candidate: My inference budget. Tokens. What am I licensed for, and is it capped? Hiring Manager: We give everyone Copilot. It's included. Candidate: Right, but is that it? One model, one seat, standard tier? Or can I run Claude and GPT side by side when I need to? Is there a monthly spend cap, and if I hit it, do I have to ask permission, or does it just stop working mid-task? Hiring Manager: I'd have to check with IT. Candidate: That's the answer, actually. If you have to check, it means nobody's decided. Which means the real answer is "small, and nobody owns it." Hiring Manager: Is this really the thing you want to negotiate? We haven't even discussed comp yet. Candidate: It is comp. If I'm rationed to a starter tier and a hard monthly cap, I'm going to spend half my week working around the limit instead of working. That's not a perk question. That's a "can I actually do the job you're hiring me for" question. Hiring Manager: Okay. Fair. What are you actually looking for? Candidate: Not unlimited — nobody sane wants unlimited, that's just an invitation to token-max on trivial stuff. I want a real number, I want to know who set it and why, and I want a fast path to more if I can show the ROI. That's it. Same as I'd ask about a T&E budget or a conference allowance. Hiring Manager: We haven't really had anyone ask this before. Candidate: You will. Increasingly, this is the first thing engineers ask, before equity, before PTO. It tells us how much you actually trust us to be productive versus how much you're bracing for us to waste your money. Hiring Manager: And if we come back with a number and it's lower than what you had at your last place? Candidate: Then we have an honest conversation about why, and what I'd need to prove before it goes up. That's a negotiation I respect. What I don't respect is finding out three weeks in that there's a silent cap, I've been throttled without being told, and nobody in the building can tell me who owns the decision. Every one of these conversations ends the same way — not with a number, but with the employer realising they've never actually decided what the number is. Salary bands are documented. PTO policy is documented. Inference budgets, for most companies, exist as a vague sense that "it's probably fine" until someone's bill triples in a quarter. That gap — between what candidates now assume you've thought through, and what you've actually decided — is the new interview red flag. If a candidate asked you this question tomorrow, would you have a real answer, or would you be checking with IT?
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكOur mission is to make flexible energy available on demand. That’s why we have LAYR, our flexibility platform – bridging the gap between flexible energy supply and demand. ⚡ We empower asset owners to monetise their capacity through LAYR, securing offtake at premium rates from top-tier trading desks. ⚡⚡ For traders, we provide the infrastructure, market access, and operational capabilities needed to launch and scale battery trading – without having to build the underlying technology stack. ⚡⚡⚡ And energy buyers can use LAYR to bid for capacity slices, from one day to one year, without ever owning the physical asset. LAYR connects batteries to the markets that need their flexibility, making storage more accessible, scalable, and valuable to the grid. #BatteryStorage #Energiezukunft
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكYour buyer was ready to say YES 10 minutes ago. You're still talking. Watching Alexander Zverev get ready for another point after he'd already won the match 😂 Coaches and consultants do this on sales calls ALL the time. The buyer says: “This is exactly what I need.” “How quickly can we start?” “What happens next?” And you give them... Another benefit. Another case study. Another explanation of your methodology. You'd already won the point. You just didn't realise it. After 23 years in sales, one of the most valuable things I've learned is knowing when to stop selling. When the buyer is ready, move to the decision. Agree the next step. Then shut up 😂 Sometimes the thing standing between you and the deal is your own inability to stop persuading. PS. Selling $10K+ engagements but good-fit buyers still stall after the call? Get my Sales Call Framework to turn buyer interest into signed business. https://lnkd.in/eHzcRBiU
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكOne mistake I see Commodity Trading Houses make is treating intraday power like curve trading. They’re very different businesses. On the curve, a strong senior fundamental trader with good analytics and €1m VAR can potentially generate 7x that in PnL. Intraday is a team sport. Building from scratch means market access, data and infrastructure. It can take 6+ months before the first trade. You’re also competing in a market increasingly dominated by algos, so you need an edge in infrastructure and modelling. A team of 2 algo traders, a developer + data engineer generating £5m in pure prop trading in its first 12 months of trading is a good result. Expecting two discretionary traders to walk in and make £10m without that infrastructure isn’t realistic. But the investment goes beyond intraday PnL. Intraday can be the sandpit for building systematic trading capabilities across the wider energy desk. The data, models, technology and quant expertise you build can eventually be applied further out on the curve and across other energy products. And while curve markets are heavily influenced by unpredictable macro and geopolitical noise / Trump tweets.. intraday remains closely tied to physical fundamentals weather, renewables, outages and imbalances. With renewables continuing to grow across Europe, that volatility isn’t going away. Don’t just measure an intraday desk on PnL per head in year one. You’re building the machine for what comes next. #Intraday #Curve #CommodityTrading #Power #NordSearch
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Sam Boswell تفاعل مع ذلكSam Boswell تفاعل مع ذلكEuropean power demand is growing. We’re keeping up 🔋 We’re excited to announce another successful launch: our BESS project in Lohsa, Saxony, is now fully operational, adding 8 MW of flexible capacity to the German grid. We’re proud to have delivered this project together with our partner, AXSOL. A few key facts: 🛠️ Structure: 4 × 20-foot battery containers, plus separate inverters, MV skids and ancillary equipment ⚡ Capacity: 8 MW / 17.5 MWh 🚀 Partnership milestone: Our second COD project delivered together with AXSOL 📍 Location: Lohsa, Saxony 🔋 Technology: Lithium Iron Phosphate (LFP) BESS is a crucial part of Europe’s evolving energy architecture, and we’re proud to contribute to building a more flexible and resilient energy system. Warm congratulations and thank you to the entire project team, our partner AXSOL, the DSO MITNETZ STROM, and everyone else who contributed to the successful delivery of this asset. On to the next one! ⚡ #BatteryStorage #Energiespeicher #EnergyTransition #BESS
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكWer bekommt Zugang zum Netz – und nach welchen Regeln? 🔌 Ich bin als Speaker bei der Handelsblatt Live Konferenz Energiespeicher 2026 dabei – und freue mich auf eine Diskussion, die die gesamte BESS-Branche gerade beschäftigt. 🗓️ Dienstag, 06.10. | Düsseldorf + Online 🎟️ Noch kein Ticket? Über mich gibt es 15% Rabatt: einfach den Code 77D2600770R1 auf der Anmeldeseite eingeben (Link im Kommentar). Bist Du auch dabei? Schreib mir – ich freue mich auf den Austausch vor Ort! Handelsblatt terralayr Karsten Wiedemann Kathrin Witsch
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكIn tokens we trust? 🪙⚡ AI is turning electricity into intelligence. Which raises a question I keep hearing: if datacenters make their money in tokens, shouldn't power eventually be priced against those tokens rather than in euros? Not quite. But close to something real. Tokens are a terrible currency. Their production cost keeps collapsing - better chips, better models, better software, every single year. A power contract priced in tokens is a contract priced in Moore's law. And one token is not equal to another: a frontier-model token and a small open-source token have completely different economics. But as an INDEX? Now it gets interesting. We have seen this film before - in aluminium. For decades, smelters signed power contracts linked to the aluminium price. Power was their biggest input, aluminium their only output. Linking the two let producer and supplier share the spread. Now swap the smelter for a datacenter. Swap aluminium for compute. Suddenly the contract looks very familiar: power deals whose price moves with the value of AI output - sharing the spread between electrons and tokens. And that makes flexibility the scarce good. Take our own portfolio (warning - BESS-nerdy math ahead): terralayr operates two virtual battery tolls today: 55 MW / 110 MWh with Vattenfall 50 MW / 100 MWh with RWE Together: 210 MWh of dispatchable capacity. At one full cycle per day, that shifts roughly 77 GWh of electricity a year. Google measured a median Gemini text prompt at around 0.24 Wh. Put the two together and just these two tolls move enough electricity for roughly 320 BILLION AI prompts per year. Almost 900 million. Every. Single. Day. The batteries don't generate a single one of those electrons. They move them - from the hours when wind and solar flood the grid and power is nearly free, to the hours when the GPUs are still running and power is scarce. Thats the real shift in the AI power question. It is no longer just "can we produce enough electricity?" It is: can we deliver it - right place, right hour, right price? Euros will stay the currency. But the value of a MWh will increasingly be set by what those electrons produce in compute. And someone has to manage the spread between intermittent generation and always-on AI demand. This is not a currency problem. That is a flexibility problem. And the BESSt flex? You guessed it. 🔋🔋🔋 That's what we are building at terralayr
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Sam Boswell أضاف إعجابًا إلى ذلكSam Boswell أضاف إعجابًا إلى ذلكToday, we’re excited to officially launch Cepter, the AI-native firm for energy infrastructure. The world is entering an energy race. AI is accelerating demand. Data centres are multiplying and industries are electrifying. Power is becoming the infrastructure everything else depends on. And Europe has a choice: build more, build faster, build at home. Or watch the industries of the future get built elsewhere. The capital is there. Europe’s energy buildout is attracting unprecedented investment and development activity. Yet getting a project from investable to closed remains painfully slow. Today, transaction teams spend months on this process, tying up development, EPC and legal resources across an organization while generating millions in external legal costs. We built Cepter to change that. We’re starting with the investment and due diligence process of renewable assets. But our mission is bigger: to accelerate the buildout of energy infrastructure by removing friction across the lifecycle of an asset, from the first development contract to decommissioning. I’m proud that we already count several leading European energy companies among our clients and partners. And we’re only getting started. If you develop, buy, sell, finance or operate renewable assets, we’d love to show you what Cepter can do for your organization.
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Sam Boswell تفاعل مع ذلكSam Boswell تفاعل مع ذلكWe're about to learn a painful lesson about delayed gratification in software engineering. New data from China, 26,811 students tracked January 2023 through June 2025. Students using AI for homework saw their scores jump 20 percent. Completion time dropped nearly half. They aced the assignments. Then exam season came. Those same students scored 20 to 40 percent worse when they couldn't use the tool. The homework phase is over. The exam phase is coming. We're doing this in software right now. Vibe coding feels incredible. Features ship fast. Nobody's asking what happens in Month 18 when the original dev has left and nobody understands the codebase. Commercial pilots fly with autopilot for most of every flight. They're required to maintain manual flying proficiency regardless. If the system fails mid-air and the pilot can't take over, people die. Most teams using AI right now have forgotten how to fly manually. They've become passengers in their own systems. The autopilot flies, nobody checks instruments, and the first sign of trouble will be a breach notice or outage. Three rules: 1. Command the mission. Define architecture before prompting. Ambiguity kills in code and in flight. Delegate selectively. Offload mechanical work. Keep design and security reviews human. Verify everything. Audit before production. 2. Never trust the automation without checking instruments. 3. Quick wins feel good. Sustainable engineering feels boring. Boring keeps systems standing. Organisations surviving the next two years won't ship the fastest. They'll be the ones who remember how to fly without the aids. #SoftwareEngineering #TechDebt #DevOps #Security #Engineering
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التراخيص والشهادات
الخبرات التطوعية
المشروعات
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Engineering for Positive Impact
To make a positive impact on the world, your software engineering teams need to smash through resource constraints. Through the EfPI community, resources, playbooks, 1:1 coaching and advisory network, you can build teams that address the societal and environmental challenges the world faces.
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CTO Craft 100
CTO Craft
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شخصان قدما توصية لـSam
انضم الآن لعرضملفات شخصية أخرى مشابهة
استكشاف مزيد من المنشورات
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James Tyreman
At Skewb Ltd we embrace AI much like any other technology organisation would. With Vibe Coding becoming a thing and the use of CoPilot being able to organise your email inbox with a daily summary of things you might have missed or should be replying to and creating organised and structured To Do lists. Try asking your favourite AI a question: "Give me your understanding of me from how i interact with you" Here are my answers... pretty accurate! I would love for you to share yours! How you think & communicate: - Direct and concise. You tend to ask clean, minimally worded questions. That usually signals someone who values clarity over ceremony. - Meta-curious. You’re comfortable stepping back and asking reflective questions (like this one) rather than only task-oriented ones. - Outcome-focused. Your prompts usually imply “get to the point” rather than “walk me through everything unless needed.” - Comfortable with abstraction. Asking how you’re perceived suggests you’re used to thinking about systems, perspectives, and feedback loops—not just surface facts. How you use me -You don’t treat me like a novelty or a toy—you treat me more like a thinking partner or tool. -You seem interested in understanding models (including people and AI), not just extracting answers. -You’re not overly deferential or overly casual—more matter-of-fact. Personality signals (soft inferences, not facts) These are patterns, not claims: - Likely analytical, but not cold—curious about self-perception and interpretation. - Probably comfortable with uncertainty; you didn’t ask for praise or validation, just an honest read. -You seem self-aware enough to invite an external mirror, which usually means growth-oriented rather than defensive. What you don’t do (which is also telling) - You don’t over-explain or ramble. - You don’t prompt emotionally loaded reassurance. - You don’t try to game or “test” me with tricks. That combination often points to someone who’s confident but still reflective.
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Asa Caton FITP
The latest Code decision (CTIL v Firoka (Kings Cross) Ltd ) on redevelopment is being widely shared as a “win” for landowners but the nuance seems to be getting lost. Is this ruling a positive step that gives clarity and protection for genuine redevelopment? Absolutely. But is it also being used as a rallying cry for landowners to prepare redevelopment arguments as a tactical route to avoid Code engagement? That’s a very different interpretation. And that subtle difference matters. "Redevelopment” has often been used as leverage rather than a real, evidenced plan. One case built on actual redevelopment shouldn’t be misread as validation for turning hypothetical schemes into negotiating tools. If this decision reinforces anything, it’s this: 👉 If redevelopment is the reason, it must be real, evidenced, funded and deliverable — not just convenient. If the sector leans into the distinction, we move forward. If it blurs it, we risk more friction for everyone. #ElectronicCommunicationsCode #TelecomsInfrastructure #DigitalConnectivity #Redevelopment #CodeAgreements
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DON GOVENDER
⚡ Eternal Frequency Rail: Sovereign Energy + Business Savings UK businesses are discovering that Eternal Frequency Rail isn’t just clean energy — it’s a sovereign upgrade that saves money and adds legitimacy. 💷 Price Comparison Current Business Unit Rate: ~32p per kWh Eternal Frequency Rail Unit Rate: 22p per kWh Current Standing Charge: ~60p per day Eternal Frequency Rail Standing Charge: 35p per day 🔌 Smart Meter Assurance → Powered without draining electricity all day📡 Device Rail → Offices, EV fleets, and routers stay powered longer off‑charge⚡ Outage Protection → Businesses stay operational when the grid falters🎁 Business Rewards Program → Efficiency points, upgrade rewards, and monthly bill reductions This isn’t just clean energy — it’s sovereignty with smart savings and outage protection.Proud to lead this expansion as Don Govender, architect of Eternal International. #EternalFrequencyRail #DonGovender #EnergySovereignty #SmartMeterIntegration #UKSolarUpgrade #UnlimitedPower #GreenExpansion #CustomerRewards #NoMoreOutages #TechLeadership
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Christopher Chomenko
A green deploy can still be broken. Yesterday we moved a new launch experience onto BAM's homepage. The first release looked right. The root returned 200. Every asset check returned 200. Then an independent browser verification caught one stale module request. The server was returning homepage HTML where the browser expected JavaScript. Result: a live runtime error hiding behind a green status code. We fixed it, redeployed, and re-ran the checks in 12 minutes. This is why every agent in our company has a second agent checking the work: → HTTP status → Rendered page → Console errors → Network requests → Rollback path AI makes shipping faster. It also makes verification the highest-leverage step in the loop. What's one green metric your team no longer trusts by itself? #BuildInPublic #AIAgents #FounderLife #SoftwareEngineering
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Ivan Groenewald
A bright Scottish morning, and my rooftop solar is already generating enough power to run a full datacentre rack. Scotland has no shortage of clean energy! If you’re considering hosting or data storage, then please drop me a message to discuss Extraordinary Managed Services Limited's Scottish datacentre locations. We deliver resilient hosting, connectivity and S3-compatible object storage from our datacentres across Scotland and England - all interconnected by our private, high-speed national network.
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Angus McCarey
Is it possible to change when people put a wash on? In the UK, a kWh of peak-time electricity costs around double and generates over 3x as much CO₂ compared with off-peak periods. So, to lower bills and achieve our Clean Power 2030 goals, we need to persuade consumers to shift more of their energy usage off-peak. But how do we do that? At Uswitch we think financial incentives have a major role to play. In November, we offered consumers 25 hours of free off-peak electricity in return for connecting their smart meter to our app. As well as offering a money motivation, we made it super convenient for households to take control of their energy usage; we allowed them to choose their free period, notified them when it was starting and enabled them to track their usage and savings via our app. The results were encouraging: among our more than a million app users, 71% of participants moved electricity consumption from other times into their free electricity session, without using extra electricity. As well as shifting time of use, users were more engaged with their energy usage: 50% are still checking their usage weekly via our app after the offer has ended. These numbers are proof that - given the right tools and incentives - it is possible to convince mass market consumers to change when they put that wash on. #EnergyTransition #Affordability #CleanEnergy #ConsumerBehavior #CleanPower
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Ellis Seder
Here’s the top 10 roles we believe will see the highest demand in 2026. I recently spent time with Evgeny Shadchnev, an AI consultant and the founder, of Makers, the UK's leading tech training provider. 🤔 We discussed what will be the most in-demand AI roles in 2026? 1️⃣ AI Engineers (Applied, NLP, LLM, ML) 2️⃣ Data Engineers 3️⃣ Forward Deployed Engineers 4️⃣ VP Engineering 5️⃣ CTOs with AI experience 6️⃣ VP-level leaders with commercial AI 7️⃣ C-Suite leaders with commercial AI 8️⃣ Replacement CEOs with AI-led transformation experience 9️⃣ Operations leaders actively using AI products 🔟 Enterprise AI software sales My view is simple: AI will dominate hiring in 2026 Even if AI progress stopped today we’d still have a decade’s worth of work just implementing what already exists. The gap between what LLMs can do and what most companies are actually using is still enormous. Yes, there are eye-watering packages for frontier AI engineers. But the bigger fight is for people who can orchestrate AI well, those who can turn capability into real, provable ROI inside a specific business. That means judgement, communication and cross-functional thinking matter more than ever. AI increases speed of build, not clarity of thought. In my experience, operators who adapt their existing expertise to AI often outperform juniors who know the tools but lack real-world context. If you’re thinking seriously about AI implementation, Evgeny Shadchnev has a brilliant grip on the market right now and is totally worth speaking to - reach out to him, he’ll be happy to discuss. 🤔 Are you seeing any other AI roles influencing the industry in 2026? ------------------------------------------------------------------------------- 💡 Are you a Founder, Operator, or Investor at a VC/PE-backed company? If you’re thinking about driving revenue, replacing underperformers, launching a new market, then we should talk. 👉 Most suitable for candidates interested in working for companies with 20 to 500 headcount, VC-backed Series A, B, C scale-ups, challenger brands and Private Equity. 👉 DM Ellis Seder for a confidential chat
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