Suggestions
Nathan Milford
CTO | VPE, Fault-Tolerant Byzantine General, Artisanal Emojivore, and The Willy Wonka of Distributed Systems
Nathan Milford is the current CTO at Pumpkin, a pet care company focused on keeping pets healthy through insurance and preventive care.12 He has been with Pumpkin since December 2019, starting as Head of Engineering and progressing to Head of Technology before becoming CTO in September 2023.3
Milford is a seasoned technology leader with extensive experience in engineering and architecture. He describes himself as a "CTO | VPE, Fault-Tolerant Byzantine General, Artisanal Emojivore, and The Willy Wonka of Distributed Systems".3 His expertise lies in large data projects, scalable architectures, and distributed systems, with a strong interest in open source technologies.3
Key aspects of Nathan Milford's professional profile include:
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Experience: Prior to Pumpkin, he held leadership positions at companies like PerformLine, Shutterstock, and Outbrain.3
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Education: He holds a BA in Film Production from Brooklyn College (2002-2005).3
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Skills: Milford is known for building psychologically safe, high-performing teams and mentoring new managers into leadership positions.3
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Industry knowledge: He has worked across AdTech, FinTech, and RegTech industries, in both direct-to-consumer and enterprise products.3
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Management style: Milford is people-focused and experienced in managing global, follow-the-sun teams, as well as working remotely.3
At Pumpkin, Milford has been instrumental in the company's growth from a zero-to-one startup to its current position in the pet insurance market.4 His approach emphasizes simplicity in technology choices, allowing for quick iteration and adaptation to customer needs.4
Highlights
I love the story of the Pontiac Aztek. I always have to dig this one up every other year or so.
My Dad worked at GM while I was growing up, worked on the Pontiac Grand Prix and the Chevy Malibu at the plant in Kansas City. He'd take me on tours as a nerdy kid, I'd see the assembly line, meet all the folks from beginning to end. It was a wonderland and the people I met all loomed large in the pantheon of stories he'd tell me.
I can see and hear their motivations and experiences as quoted in this article: “I’m proud of it.” Proud of the Aztek? “Yup. That was the best program we ever did at GM. We made all our internal goals, we made the timing, and I’m really proud of the part I played in it.”
A top-down culture where a few dominant voices suppress feedback creates an environment where creativity is stifled. When your engineers are not an active participant in defining and solutioning for the problem at hand and when thier feedback is not solicited, they will happily focus that energy on execution within the narrow bounds created for them. 'Oh, my input isn't needed, I'll tie my value to output'
The Aztek serves as a cautionary tale about the importance of fostering a culture of open communication and aligning a team's internal sense of value with business outcomes, and not to the words of the loudest voices.
A Plan Is Not a Strategy!
I love this video so much and I've shared versions of it with lots of tech leads and engineering managers over the years. This is the shorter version.
For me, it's almost a comfort watch, to help orient me.
As we enter the strategic planning season, it's so easy to be seduced by the comfort of a plan, a budget, some bullet points and watch your team elegantly, and happily hit milestones, or tick off check boxes while the business struggles.
What makes a strategy both intimidating and powerful is its lack of strict guidelines. It should feel a bit uncomfortable. A plan can be restrictive and shift accountability, whereas a well-crafted strategy is generative in that it fosters agency and alignment, empowering people to solution together and independently navigate changing circumstances.
