Building durable quality through changing organisations
I have led engineering across product engineering and infrastructure, making quality, ownership and platform evolution durable as the organisation changed.
The changing organisation
Livestorm is a browser-based video engagement platform. Its engineering work spans the customer product, live-video reliability, revenue systems, delivery infrastructure and the internal platform beneath them.
My leadership scope
- I report to the CPTO and have led teams across product engineering and infrastructure as responsibilities and structures evolved.
- My scope has included engineering excellence, product engineering, infrastructure and SRE, pricing and billing architecture, incident operations and AI-assisted engineering practices.
Making quality durable
An organisation can change its chart faster than it changes the habits that determine quality. I wrote scorecards for engineers, staff engineers and engineering managers, rewrote job descriptions and built a performance playbook with People so the bar became explicit and reviewable.
I led pricing and billing towards a dedicated service boundary with explicit APIs, usage metering and quota enforcement, coordinating the rollout across technical and commercial teams.
AI adoption needed the same discipline. I wrote Agentic Engineering Principles around ownership, review depth, testing, maintainability and context engineering, then let engineer-led working groups define the workflows.
Systems that survived change
- The engineering excellence framework gave teams a durable quality bar independent of one organisational structure.
- Pricing and billing gained a dedicated service boundary and a cross-functional rollout model.
- Domain-based on-call, PagerDuty escalation, postmortems, tracked follow-up actions and incident governance made operational ownership explicit.
- A monitoring-stack change materially reduced operating costs.
What must outlast the org chart
I would establish the durable quality system before the next organisational transition, not rebuild it after the transition. Structures will keep changing; the bar, ownership model and operational feedback loop need to survive them.
“I've had the pleasure of hiring and working with Pau twice, first at Heetch, where he joined as a Technical Product Manager, and later at Livestorm as a Senior Engineering Manager. [...] If I had the chance, I would hire him a third time without hesitation.”