This session was conducted in Turkish.
A panel conversation with Emre Dündar (Co-Founder & CPO, Oobeya) exploring the evolving role of engineering management — how data, developer experience, and a focus on reducing friction are reshaping what it means to lead engineering teams effectively.
What we covered
Redefining the engineering manager role. The modern EM is a versatile leader, not a process manager. Some days that means acting as a product manager; others, a procurement specialist or internal salesperson. The goal is to build a system sustainable enough to function without you.
Metrics as conversation starters. Data is only useful if it’s used to ask better questions. Low commit frequency might indicate a bottleneck in deployment config, not a lazy team. Engineering intelligence platforms surface these signals — the leader’s job is to follow the thread.
Developer experience as a productivity lever. Psychological safety drives deployment frequency. If engineers are afraid to push to production, velocity drops — not because of skill, but because of friction. DX work removes that friction at the system level.
Standardisation at scale. Across 1,500+ engineers, a common language and shared metrics are essential to prevent teams from optimising in conflicting directions. Without standardisation, “productivity” means something different in every room.
Watch the session
The full conversation is available on YouTube (in Turkish):