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Dan Abel

Principal Engineer at Snyk

Dan Abel is a seasoned software engineer with 25 years of experience in various roles like lead, consultant, and principal, having worked across diverse technologies and team sizes from 3 to 100. He excels in Agile and Lean discovery and delivery methods and is adept at remote-first work environments.

With a keen interest in Observability, Continuous Delivery, Testing in Production, Engineering Security, decoupled micro-services, and Cloud Native teams, Dan has shared his expertise through speaking engagements at conferences and software meet-ups.

Dan's proficiency extends to core languages like Javascript (Node.js), Java, and Ruby, along with C#, C, C++, Scala, and Python. His preferred version control system is Git, and he has hands-on experience with both relational and NoSQL databases such as MongoDB, Cassandra, Oracle, MySQL, and PostgreSQL. He has a background in web operations and developing tools for managing cloud infrastructure at scale.

Beyond technical skills, Dan emphasizes the importance of psychological safety, effective communication, guided autonomy, coaching, and growth in engineering. Leveraging his consulting and coaching background, he focuses on nurturing strong engineering teams and fostering individual and group development.

Dan Abel holds a Bachelor's Degree in Computer Science with a 1st class from Aberystwyth University. He has held key positions in reputable organizations like Snyk, TES Global Limited, ThoughtWorks, Oyster Partners, and more, showcasing his rich and varied professional journey.

Highlights

Jul 26 · linkedin

You’ve probably read articles and linked-in posts stating that onboarding and growing Associate (beginner) engineers does not work in the remote world. They'll tell you that new staff NEED to be in the office. End of.

Having worked in engineering for many years, I’ve seen folks grow in both in-office, on client sites and in remote-first teams. I’ve seen beginner engineers thrive in a remote world, and I’ve seen them fail in-office.

So I could both understand the issue, and also see how wrong it was. I've come to think that is not about their situation. It's about the plan: how we interact, orient, inspire and support them. In short. If we don’t place them on stable ground and help build strong foundations: they will fail, no matter how the people prefer to work.

When I heard Pleo was hiring new sets of Associate Engineers, of course, I knew I had to get a little involved. I was passionate that we could, and should, get this bang-tidy and set up to build super new engineers.

What amazed me was the energy and commitment from the rest of the org. I made a few suggestions on how we might orient our new folks best to join their Pleo engineering teams, and we invited in a whole pile of Pleo engineers to help make it happen.

They were amazing. They delivered a brand new set of hands on introductions and workshops - focused on the skills our new engineers would need to thrive in their teams. We worked to cover the most important skills needed so they could drop into a team and begin delivering. Did we get it right? Time will tell, but I’m confident this cohort know how Pleo engineers better than I did when I arrived, and you know what, we are doing it all over again in a few more months.

What to know the deets on our syllabus? Shout up in the comments.

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Dan Abel
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Location

Cuffley, England, United Kingdom