Influence Beyond Code: A Leadership Journey in Engineering

When people picture an Engineering Manager (EM), they might imagine someone deeply immersed in roadmaps, tech stacks, and sprint reviews. And while all of those are part of the job, they only scratch the surface of what the role really is.

For Tiago Machado, leadership isn’t about being the loudest in the room or having all the answers. It’s about listening first, building trust, and creating the kind of clarity that empowers people to do their best work together.

“Most of the influence happens behind the scenes,” he says. “People don’t align because of hierarchy. They align when they feel heard, supported, and when we share common goals.”

Leadership is a Daily Practice

There’s no static path for an Engineering Manager. And Tiago is the first to say it: the role is a journey, not a destination.

Every day involves balancing tech execution with people development, helping others grow while ensuring the team continues to deliver. But for Tiago, those aren’t opposing forces, they’re connected.

“By ensuring delivery and clarity of purpose, we create better conditions for people to grow,” he explains*. “They gain confidence, recognition, and very importantly, new opportunities.”*

That clarity doesn’t appear out of thin air. It’s something EMs need to build intentionally, through honest conversations, visible support, and being present even when it’s not required by a calendar invite.

Innovation Needs Breathing Room

Technical excellence isn’t just about solving today’s problems. It’s about making space for tomorrow’s ideas. For Tiago, that means encouraging experimentation, asking better questions, and challenging “business as usual” without fear.

He’s currently working in a domain where innovation happens naturally, thanks to strong collaboration with product owners and scrum masters. But he still sees it as part of his role to actively protect focus time and support tech spikes that help teams grow.

We have to create room for exploration while staying grounded in what the team needs to deliver.

Supporting Change with Empathy

Change is constant in tech. But managing it well? That takes intention.

When engineers face challenges, Tiago doesn’t jump to solutions. He listens. He asks questions. He encourages reflection. That’s how trust is built, not by being the expert in every field, but by helping others think clearly and act confidently.

Engineers don’t always need answers. They need perspective. And often, they already know the path forward, they just need to be supported in finding it.

This mindset also applies to company-wide alignment. Tiago credits his relationship with product managers and product owners as key to translating business goals into meaningful work. But he also emphasizes the importance of horizontal collaboration across teams and domains.

Ultimately, being an Engineering Manager is not about managing delivery. It’s about connecting people, bridging silos, and showing up, consistently, with clarity and care.

The Role is What You Make It

Tiago doesn’t claim to have it all figured out. But his approach reminds us that leadership doesn’t need to be loud to be powerful. With curiosity, empathy, and a steady presence, Engineering Managers can influence far beyond code, shaping not just outcomes, but culture.

“It’s more than clear to me that the EM role is a journey,” Tiago says. “I’m learning every day. We need to be open to feedback, humble, and invest time at both the human and technical level to keep growing together with our MB.ioneers.”