At QuestionPro, we have introduced quite a few product lines in the last couple of years. During our initial phases, when the team was small we used to have one large team of 20 Engineers working on all product lines. Clearly, this was not going to scale. My role was to build independent product teams. I have doubled the Engineering team over the last year. However, that was not the only thing. Our way of operation had to change to scale. We continuously put together just enough processes to move as fast as we can. That's our culture. #hustle Towards the beginning of my career, I was more 100% execution all the time. As I got into the leadership role that had to change. To scale, I had to get the right people to execute and just inspire and motivate them to produce the best they can. 1. Hiring the right people. 2. Continuously improve code quality as we scale. 3. Introduce new technologies on our stack.4. Continuous Learning. Apart from this, one of the thing that drives me is revenue. I have always been closely associated with the revenue number one way or the other. As I write this, I am jointly heading the QuestionPro CX product along with the Engineering leadership. I was fortunate to get a chance to design the customer experience product here at QuestionPro