𝗢𝗻 𝗩𝗲𝗹𝗼𝗰𝗶𝘁𝘆

I joined Imprint in April. My manager warned me about the chaos of launching a credit card. He told me about the long hours and the intense speed required to serve hundreds of thousands of people.

I expected hard work. I did not expect the source of our speed.

Velocity does not come from pressure. It comes from removing obstacles between seeing a problem and fixing it.

In most companies, you see a problem and then you wait. You wait to find the owner. You wait to get it on a roadmap. Months disappear in meetings.

At Imprint, the rule is simple. If you see something to improve, do it.

For example, I noticed my card did not connect to Monarch Money. This is a gap in the user experience. Instead of waiting for a roadmap, I started working on it.

This culture goes to the top. Our CTO ships more features than many individual engineers. Leaders here set direction but they stay in the work. They do not hide behind strategy documents.

We use AI to move faster. • Bots answer support questions automatically. • Onboarding docs act as agents that set up your environment. • Engineers share AI coding sessions to teach others their strategies.

Most engineers run multiple AI sessions at once. The cost to run these tools is near zero. The benefit to speed is massive.

Speed requires three things:

You must make decisions. You will be wrong sometimes. That is okay. If you learn to separate big decisions from small ones, you can move fast with low risk.

Fast work should not feel like burnout. When you remove the friction, it feels good.

Source: https://dev.to/ronpierce/on-velocity-i3

Optional learning community: https://t.me/GyaanSetuAi