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So- we run Dynamic Creative Optimization (DCO) for our clients display ads in a feed and corresponding google sheet via Google DoubleClick. My q is- does anyone know what systems out there allow for creating a template that will automatically pull a product image from say Target.com and automatically building the ad & copy without manually making 1000 ads via row for row in the google sheet? I know this is possible but curious if Sizmek or Flashtalking are more common in this type of creative development.
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From a manager perspective, I would say the practitioner level cert is ok. It really depends on the type of team you are managing though. Most of the teams I have worked with are managed by ex techies (I'm an example of that myself) who have made the transition to manager. Some more successfully than others.
However, my boss came from the business development side of the shop, not the technical side, and he is one of the best managers I've ever worked for. He has the AWS Cloud Practitioner certification but trusts his team for our deep knowledge of AWS. So he knows enough to speak the language and understand what we are talking about. And that paired with his business acumen and people and project management skills is an excellent combination.
I think the most important thing an effective manager brings to the table is a servant attitude, and a willingness to take on the hard personnel/staffing/budgetary problems the technical team don't want to have to deal with. Communications skills and being able to speak the language both of the technical teams and the stakeholders are essential too.
Pretty sure practioner won't be enough to let you manage an engineering team.
Those teams (along with other tech teams) usually are run by former techies or people w more advanced certs.
We need people that understand what we are going through because they used to be us
Possibly not a shared sentiment here, but the most important responsibilities of a people manager are to attract, develop, and retain talent (within the technical space of the team). That said, there are technical managers that are terrible at that part because they are focused on technical task management and often don’t know how to put their expertise aside for the opportunities and growth of the staff. If you have a principle IC on your team, they can vet that stuff while you focus on people and their development (and organizational strategy, etc.).
I agree with you on all accounts. I’d personally rather have a non-technical manager who is really good at people managing than a great technical manager to sucks at people managing.
From a career perspective, being a non-technical manager for a tech team (and I define that as being unable to do your reports’ job, at least in the past) likely limits you to non-tech or smaller tech companies. At FB, managers are expected to be highly experienced technically. I think that’s common among the big tech companies.