Engineering management is one of those roles that looks simple on paper but feels very different once you're in it. At its core, it's about enabling others rather than measuring yourself only by your own output. You're not just writing code or solving problems directly anymore. Instead, you're creating the right environment for your team to do their best work, keeping them aligned, and helping them grow.
OpenAI has surpassed $10 billion in annual recurring revenue, according to a company spokesperson. This milestone comes less than three years after the launch of ChatGPT. The reported figure includes revenue from consumer-facing products, ChatGPT business offerings, and the application programming interface. It excludes licensing income from Microsoft and large one-time agreements.
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The more responsibility you take on, the less your job is about your own output. For engineers who step into management, this can feel unnatural. You're used to solving problems directly, writing code, and moving fast. You may even know the exact way to solve something, and it can feel frustrating to slow down long enough to explain it to someone else. But that's the shift.
One of the biggest traps for any team is confusing progress with movement. It's easy to stay busy, harder to stay focused. As managers, part of our role is to help our teams create value fast enough to learn, but not so fast that we lose direction. This is where the concept of the MVP, or Minimum Viable Product, becomes a practical tool for alignment and learning.
