Mark Porter

I want that new capability or that new API call. But they assume that you're dealing with security, durability, correctness, availability, scalability, and operability, the six internal layers of the onion. And if you don't focus on those, then you've betrayed the people who put their trust in you. And so when I came to MongoDB,

I want that new capability or that new API call. But they assume that you're dealing with security, durability, correctness, availability, scalability, and operability, the six internal layers of the onion. And if you don't focus on those, then you've betrayed the people who put their trust in you. And so when I came to MongoDB,

though we were making progress on all of those areas, I really hammered into the culture that at any level, anyone can raise the card of an inner layer of the onion, security, durability, correctness, et cetera, over an outer layer. And we would focus all of our research efforts and development efforts on that.

though we were making progress on all of those areas, I really hammered into the culture that at any level, anyone can raise the card of an inner layer of the onion, security, durability, correctness, et cetera, over an outer layer. And we would focus all of our research efforts and development efforts on that.

though we were making progress on all of those areas, I really hammered into the culture that at any level, anyone can raise the card of an inner layer of the onion, security, durability, correctness, et cetera, over an outer layer. And we would focus all of our research efforts and development efforts on that.

And what it did is it gives the team almost a guiding light of how to make decisions, which I like having decisions made at the leaf nodes of the company. not at the core, at the tree, at the trunk. And so by doing this, I helped MongoDB move ahead and have developers who work for me make more and more decisions by themselves.

And what it did is it gives the team almost a guiding light of how to make decisions, which I like having decisions made at the leaf nodes of the company. not at the core, at the tree, at the trunk. And so by doing this, I helped MongoDB move ahead and have developers who work for me make more and more decisions by themselves.

And what it did is it gives the team almost a guiding light of how to make decisions, which I like having decisions made at the leaf nodes of the company. not at the core, at the tree, at the trunk. And so by doing this, I helped MongoDB move ahead and have developers who work for me make more and more decisions by themselves.

Well, I got to tell you, this is my humble pie moment of this podcast, probably. I mean, there might be another one, but this is my first one. I came to MongoDB and I discovered a completely different way of building roadmaps. So, of course, we have customers coming and requesting things and all that.

Well, I got to tell you, this is my humble pie moment of this podcast, probably. I mean, there might be another one, but this is my first one. I came to MongoDB and I discovered a completely different way of building roadmaps. So, of course, we have customers coming and requesting things and all that.

Well, I got to tell you, this is my humble pie moment of this podcast, probably. I mean, there might be another one, but this is my first one. I came to MongoDB and I discovered a completely different way of building roadmaps. So, of course, we have customers coming and requesting things and all that.

But we have this bottom-up empowered mechanism where any developer can write, probably with a couple other developers most of the time, can write what we call an initiative brief. And they can work with a product manager and they can just ideate

But we have this bottom-up empowered mechanism where any developer can write, probably with a couple other developers most of the time, can write what we call an initiative brief. And they can work with a product manager and they can just ideate

But we have this bottom-up empowered mechanism where any developer can write, probably with a couple other developers most of the time, can write what we call an initiative brief. And they can work with a product manager and they can just ideate

it gets prioritized and we do quarterly planning which is such the right cadence i find split planning to be too tactical i find yearly planning to be i mean heck by the time my yearly planning is done it's obsolete already and so we do this quarterly planning cycle we do it with these a mix of these bottom up and top down briefs and then here's where the magic comes in

it gets prioritized and we do quarterly planning which is such the right cadence i find split planning to be too tactical i find yearly planning to be i mean heck by the time my yearly planning is done it's obsolete already and so we do this quarterly planning cycle we do it with these a mix of these bottom up and top down briefs and then here's where the magic comes in

it gets prioritized and we do quarterly planning which is such the right cadence i find split planning to be too tactical i find yearly planning to be i mean heck by the time my yearly planning is done it's obsolete already and so we do this quarterly planning cycle we do it with these a mix of these bottom up and top down briefs and then here's where the magic comes in

The product team spends the first half of every quarter looking through the whole roadmap and going, okay, this came from engineering. This came from this customer. What do we think is important? And then the engineering team spends the last half of each quarter saying what they can and can't get done.

The product team spends the first half of every quarter looking through the whole roadmap and going, okay, this came from engineering. This came from this customer. What do we think is important? And then the engineering team spends the last half of each quarter saying what they can and can't get done.

The product team spends the first half of every quarter looking through the whole roadmap and going, okay, this came from engineering. This came from this customer. What do we think is important? And then the engineering team spends the last half of each quarter saying what they can and can't get done.