Leadership decisions are never purely about authority. Every choice has tradeoffs — team dynamics, organizational alignment, timing, and trust.
The human side of engineering at scale — navigating resistance, quantifying hidden costs, and building the conditions where teams make good decisions on their own.
Series · 5 parts
The difference between mediocre and exceptional engineering leadership isn't philosophy—it's the daily discipline of seeing people clearly, developing them honestly, and protecting both their growth and your organization through documented accountability. Read these pieces in order and you'll understand why hiring for curiosity matters more than coding puzzles, why letting people struggle builds resilience, why claiming people are assets means nothing without real investment, why documentation is power, and how all of it converges into a single operating system: accountable autonomy. Leadership isn't about being liked or being hands-off—it's about setting the standard, trusting people to meet it, and having the clarity to act decisively when they don't.
View full series →A senior engineer's resume already tells me what they know. What it can't tell me is whether they're curious, passionate, and hungry to build great things. That's what the interview is for.
I had the opportunity to work closely with John during some of the most challenging and fast-moving initiatives at Metrc, including the Retail ID program. He consistently brought a strong combination of technical depth, ownership, and steady leadership to the table. …
Chief Product Officer - Retired, Metrc, LLC
Worked with John at Metrc · May 2026
I had the opportunity to work with John and always appreciated his willingness to engage, learn, and push through challenges. He brings a strong work ethic and a thoughtful approach to his responsibilities, consistently showing up ready to contribute and improve. …
Chief Technology Officer, MedSuite
John Reported to James at Ministry Brands · April 2026
I’ve known John Tolar professionally for about 30 years. He’s just a solid guy one who’ll step into a tough situation and stay with it until it’s handled right. He’s smart and easy to work with, and people trust him. I’ve always respected how he handles being in charge. …
The most important coaching decision a leader makes isn't strategic — it's knowing when to step in and when to step back. Get it wrong and you either stifle growth or abandon capable people. Here's the distinction that changed how I lead.
Every leader says it. Few leaders live it. Here's what it actually looks like to treat your people as your most important investment — and why retention is one of the most strategic things a leader can focus on.
Nobody wants to talk about performance documentation — until they need it and don't have it. Here's the framework that protects your team, your organization, and the individuals you're trying to hold accountable.
The best engineering teams don’t need to be micromanaged — they need to be trusted. But trust without accountability is just abdication. Here’s how to build a culture where capable people own their outcomes.
Lead Software Engineer, Metrc, LLC
Reported directly to John at Metrc · April 2026