Tech Execs Embrace Coding Amid AI Evolution

Some tech leaders are returning to coding as AI transforms software development, balancing management and hands-on involvement.

Jean-Michel Lemieux, formerly the chief technology officer at Shopify, has found that his leadership role distanced him from hands-on work. Describing his experience, he said, “I’m in these board meetings, and it feels like I’m a coach of a pro team, but I can’t see them play the game.” These days, he is working with Spellbook, a company that creates an AI copilot for lawyers, allowing him to take on the title of “executive individual contributor” where he can lead while still engaging in coding tasks.

Lemieux is not alone in his return to software development. As AI rapidly reshapes the industry, many tech leaders are opting to spend more time coding and less on purely managerial duties. Reza Khadjavi, the CEO of Motion, echoes this sentiment. He remarked that his need to understand AI was spurred by the enormous opportunities arising from technological shifts. He recalled, “If I don’t go into the weeds on this stuff, the company might die,” thus prompting him to engage with software development again after nearly a decade away.

In a similar vein, Robert Sweeney, who recently stepped down as an engineering manager at Meta, is searching for new roles that allow him to allocate at least 30% of his time to building software. He believes that staying close to the work is paramount in a landscape that is evolving so quickly.

However, not all executives view a return to coding as necessary. Sameer Ranjan, the chief technology officer at Dallas-based startup Catenate, appreciates tinkering with software but believes his strengths lie in steering the company’s strategic direction. He noted, “I left that chair so that somebody else can come and sit there.” This perspective highlights the differing views on the balance of management and technical involvement in tech leadership.

Lemieux is mindful of the risks associated with being too integrated into development tasks. He cautioned about losing sight of broader business objectives, stating, “The failure mode of this role is: I end up doing everything.” To mitigate this, he focuses on significant challenges and aims to make meaningful contributions without overextending himself.

His approach is to serve as a temporary aid within projects, akin to a Navy SEAL, emphasizing the importance of collaboration with the team rather than just overseeing them from a distance. He prepares thoroughly by scrutinizing codes and project documentation to ensure he does not hinder the team’s progress.

Ultimately, Lemieux views this style of working as significantly beneficial. He aims to enhance the capabilities of those he works with, advocating for the notion that working alongside team members can exponentially increase the team’s effectiveness. “Our bet is the company could be five times better than it would be without doing this,” he concluded.