Engineering Leadership at Scale
Leading up to 35 people across platform, software, content, and QA — while serving as Technical Manager and CTO in parallel.
Problem
Campusna scaled from startup platform to multi-client EdTech operator with national telecom delivery, Holberton pathways, and university programs — requiring clear team boundaries between platform engineering and content production.
Constraints
- Peak ~35 collaborators across platform and content streams
- 7 direct reports at peak
- Parallel CTO responsibilities at DarDev (8-person engineering org)
- Client onboarding SLAs across institutional deployments
My role
Technical Manager at Campusna from day one — defined platform team operating model, standardized tech stack, and work streams for maintenance, feature delivery, content integration, and R&D. CTO at DarDev for product and company platform in parallel.
Outcome
- Platform team model with separated content integration slots
- Standardized tech stack announced org-wide for Campusna-managed projects
- National telecom LMS architecture delivered with 11-program stakeholder coordination
- DarDev 2026 product launches (20, Hesabi) while maintaining Campusna platform leadership
Lessons learned
- Platform teams own reliability so content teams can ship integration-ready deliverables
- Concurrent TM + CTO works when scope is explicit — employer platform vs co-founded products
- Leadership metrics: onboarding SLA and uptime, not lines of code