Suggestions
Lucas Mercado
Fmr. Head of Engineering & Co-Founder at Daybreak Health (YC S20)
Lucas Mercado is a self-taught programmer who transitioned into a people manager and corporate leader, leveraging his structured approach to gather input, set goals, and create actionable plans.
His affinity for engaging with people has allowed him to establish and maintain relationships throughout his organizations, enabling him to refine his strategies and garner support for their execution.
Constantly expanding his knowledge through reading, Lucas is adept at innovative thinking and crafting unique strategies to tackle challenges.
He has a background in technical roles, having held positions such as Engineering Manager, Senior Software Engineer, Ruby Platform Engineer, and Web Developer in various organizations including Castlight Health, Jiff, Inc., Arc9, and Summit Public Schools, among others.
Lucas Mercado studied at CSUMB and has been associated with notable organizations like Interpersonal Work, South Park Commons, and Daybreak Health during his professional journey.
Highlights
Strategy ≠ Execution and Execution ≠ Strategy but neither is worth a damn without the other.
I’ve been reading a lot about strategy lately, Helmer’s 7 Powers, Rumelt’s Good Strategy / Bad Strategy, and Wardley Maps to name a few and I’m noticing a few commonalities in it all.
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Winning companies out-execute their competitors because their strategy allows execution to compound. e.g. Nvidia’s chip simulation tech
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Losing companies always have leadership that doesn’t know where the company is in the broader environment. e.g. Apple post-Jobs 1.0 & pre-Jobs 2.0
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Losing companies almost always have leadership that doesn’t understand how their business actually operates. e.g. Al Feldman @ Continental Airlines circa 1980 (source Rumelt)
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Losing companies almost always lack focus. Some don’t even know what focus looks like. This is because focus means different things at different stages.
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Rumelt’s Chapter 13, Using Dynamics, feels like a less polished version of Helmer’s 7 Powers, which is really interesting because I tend to think of 7 Powers as a list of destinations rather than a means of how to get there which is what Rumelt’s Using Dynamics sets itself up as.
Co-Founder dating is a lot of networking and it leads to unexpected, sometimes uncomfortable situations. I’ve attended two women in tech events (shout out to EchoHer and Create) in the last week, but if you’ve seen me you’ve probably noticed I’m a man. Even at the idea of attending each I felt uneasy! So why did I go?
I didn’t want to invade a safe space, but I wanted to support my co-founder and connect with the community. They’re nonbinary and pointed out that people who attend URG group events in STEM would relate directly to what we’re building at Interpersonal Work. Adell’s confidence and the organizer’s inclusions on each event of, “allies welcome” helped me feel safe in attending.
Sidebar: wearing a badge that says “Interpersonal Work” yields hilarious reactions when people ask you what you’re working on. It’s amusingly tongue in cheek and it introduces some great conversations, especially at these events.
As a man, the tech scene in SF is more or less built for me, and I rarely feel out of place, oh look, ✨privilege✨. In these rooms I was very much out of place. It’s the first time in a very long time where I’ve seriously questioned whether I belong or not.
That’s when it clicked for me! For many Americans going into work creates a similarly distressing experience. One where they question whether they belong and can hesitate to show up. While some of the challenges to belonging are systemic problems that are taking a long time to improve, the vast majority of a person’s experience at work is something their manager team can affect and improve. That’s where we come in. We’re helping managers and colleagues create high-trust environments where people can really thrive, not despite their diverse identities, but because of them.
