During a recent industry gathering, Thiago Ghisi, a director of engineering, delivered a presentation on the structural changes necessary when an engineering organization expands from around thirty to more than one hundred engineers. The talk focused on how leaders must shift from routine performance management to establishing opinionated leadership teams and cultivating a sustainable culture. Ghisi introduced a framework he calls the “Three Levels of Impact,” designed to help leaders align strategy and secure advancement opportunities.

Background of the Presentation

The session was part of a broader conference series that examines best practices for scaling engineering teams. Attendees included senior managers, product leaders, and technical directors from a range of technology companies. The presentation aimed to provide actionable insights for organizations that are in the process of growing their engineering workforce beyond the initial 30‑person stage.

Key Structural Shifts Highlighted

Ghisi emphasized that as teams grow, the focus must shift from individual performance metrics to building robust leadership structures. In smaller teams, a director can directly oversee each engineer’s output, but this model becomes unsustainable as the team size increases. The speaker argued that leaders should instead create specialized leadership roles that can drive specific initiatives, maintain technical standards, and foster a cohesive culture across the expanded organization.

The Three Levels of Impact Framework

Central to Ghisi’s talk was the “Three Levels of Impact” framework, which categorizes influence into three distinct layers: Org, Skip‑Level, and Company. Each level represents a different scope of responsibility and impact.

Org Level

At the organizational level, leaders are responsible for day‑to‑day operations, ensuring that engineering teams deliver on commitments, maintain quality, and adhere to processes. This layer focuses on tactical execution and the immediate health of the engineering function.

Skip‑Level

The skip‑level tier involves influencing teams that are not directly under a leader’s supervision. This requires building relationships across departments, aligning cross‑functional objectives, and ensuring that engineering initiatives support broader product goals. Leaders at this level must communicate effectively with senior managers and other stakeholders to coordinate efforts.

Company Level

At the company level, leaders shape long‑term strategy, culture, and organizational direction. This involves setting vision, defining core values, and establishing policies that guide the entire engineering organization. Leaders in this tier are tasked with securing high‑level promotions and ensuring that the engineering function remains aligned with the company’s overall mission.

Implications for Engineering Leadership

Ghisi’s framework suggests that leaders must evolve their skill sets as their teams grow. Managing performance at a small scale is distinct from building a leadership pipeline that can sustain a large organization. The presentation highlighted the importance of creating opinionated leadership teams—groups that hold clear, shared viewpoints on technical direction and cultural norms. Such teams can drive consistency across multiple engineering groups and reduce the risk of fragmentation.

Additionally, the talk underscored the need for leaders to focus on culture from the outset. As teams expand, cultural drift can occur if new hires are not integrated into the existing values. By embedding cultural principles into the leadership structure, organizations can maintain cohesion and prevent misalignment between engineering practices and company objectives.

Future Developments and Next Steps

While the presentation did not outline a specific implementation roadmap, it implied that organizations should begin assessing their current leadership structures against the Three Levels of Impact framework. Companies may consider conducting internal audits to identify gaps in leadership coverage, particularly at the skip‑level and company levels. Over the coming months, many organizations are expected to pilot new leadership roles that align with the framework’s recommendations, aiming to improve scalability and strategic alignment.

Industry observers anticipate that the adoption of such frameworks will become more common as technology firms continue to grow rapidly. The next phase for many engineering leaders will involve refining their leadership teams, establishing clear lines of influence, and embedding cultural values into every layer of the organization. This approach is expected to support sustainable growth and enhance the overall effectiveness of engineering operations in large, complex organizations.