Andrew Smith, Managing Director at Heller Search, explains where companies can find product engineering talent, how they can make their roles attractive, and what hiring managers are seeking.
Andrew Smith, Managing Director at Heller Search, recently sat down with Martha Heller, CEO, to discuss the rising demand for product engineering talent and how Fortune 500 companies can attract the best in the market. Andrew’s rich networks of product engineering talent complement Heller’s foundation in enterprise IT executive search. At the firm, Andrew leads executive searches in product, engineering, security, and data.
Martha Heller: Why are so many Fortune 500 companies currently in need of product engineering talent?
Andrew Smith: The world has moved from personal, one-on-one interactions with company representatives to AI and machine learning-driven engagement platforms. The marketplace is much more data and cloud-driven, a dramatic change from even a decade ago. Cloud technologies, boosted by a huge emphasis on AI and machine learning, are giving companies new opportunities to put data solutions and other revenue generating products into the market. These products require advanced engineering skills. For most companies, product engineering must become a competitive advantage.
Companies know how to hire technology talent in ERP, network operations, and information security. But with large older companies transforming into “product companies,” they need to dip in new talent ponds. What is your advice to them?
They must be creative and cannot look to their competition, because it is likely they are in search of the same talent. They need to look for talent in Silicon Valley and other tech hubs. Engineers who build product and data platforms at Amazon can build product and data platforms in manufacturing, healthcare, and retail. It is easier to teach a new industry to a tech professional than to teach cloud-native development to a legacy coder. The key is to group the new engineers with your traditional team both to generate fresh perspectives and to help the new hires learn the business.
How do large enterprises make their product engineering roles attractive to a talent market that is used to a very different culture?
Product engineers who grew up in a tech hub want to solve complex problems with interesting technology. They care more about making an impact and having purpose behind their work than whether the company is “legacy” or cloud-native. The talent brand shift that CHROs need to attract this market is not just about installing a ping pong table. It is about the impact of technology on markets, revenue, and lives. Do you have technology executives on your board and executive committee? Does your CEO talk publicly about how technology is critical to the business’s growth? Where does your tech leadership report? Your messaging on the importance of technology should mirror the talent you want to hire. It is also key to create and market an environment that fosters innovation and continuous learning.
That’s right. As CEO, you should not hire a CTO until you can answer: How does technology drive our business? How will we use data to connect buyers and sellers for maximum profitability? Are we ready to drive full-scale change?
To attract engineering talent, the CEO needs a clear vision for growth in an evolving technological landscape, and a strong change management capability. A move into product engineering typically requires a change to processes, technology, and culture. You will waste time and money hiring a CTO if you don’t support that CTO with an ability change. This talent is a catalyst for change, interested in igniting and accelerating industry shifts.
What do hiring managers look for when interviewing engineering talent? How do you recognize the right cultural fit?
You are not hiring someone who is just coding to code. Product management is a part of your business strategy. You need to connect your engineering talent to your broader business goals. Your CTOs and product engineering leaders need a builder mentality, the ability to motivate a technical team, strong business acumen, business partnership, and a great track record of delivery success. They should balance action with patience and understand that their job is not just to lead an engineering function. It is to take their teams, colleagues, and customers on a change journey.
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