Eric Saboia

Thinking about expanding your team? If Brazil isn’t on your radar yet, it should be. Here’s why so many US and European companies are choosing Brazil as their go-to market for tech talent: → Depth of talent: With more than 630,000 software engineers, the market is mature and highly competitive. → Quality that stands out: Brazilian developers consistently rank among the best in global coding challenges. → Time zone advantage: Work in real time with your US or European teams—no more 3 a.m. meetings. → Retention that lasts: Professionals value international exposure and stick around when they see real growth opportunities. → Cost efficiency without compromise: Senior-level expertise at 30–50% less than in other regions. → Cultural alignment: Strong fit with Western business practices, growing English fluency, and a natural embrace of remote/hybrid work. Hiring in Brazil isn’t just a cost decision. It’s about building loyal, high-performing teams that grow with you. That’s why more and more global companies are doubling down on Brazilian talent. Curious about how this could work for your company? Let’s talk. #Recruitment #Latam #Expansion #GlobalTalent #RemoteWork #FutureOfWork #GlobalTeams #BusinessGrowth

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He Built an Enterprise-Level Software for over a Year. Zero Users. Last week, I sat in a coffee shop with a brilliant friend who showed me something incredible. An enterprise software he'd been building for over a year. Beautifully designed. Thoughtfully architected. Genuinely solves a real problem. I asked him: "How many users do you have?" "None yet. I'm still working on it." "Does anyone know this exists?" "...No." I looked at him and said, "Your first 10 users could've come from your network. But nobody knows your solution exists."? Here's what kills me about this: We resist showing up because we're afraid of crickets. "I don't get engagement." "I don't know what to post." "Nobody cares what I have to say." Meanwhile, someone in your network has the exact problem your solution solves. The numbers don't lie: My second open-source project? The first 5 users came directly from my network. Now it has: • 26 active users • 5 countries • 426 actions taken (times someone actually used a feature) You know I love sharing receipts, but none of that happens if I stay invisible. Let's talk about what 3 likes actually means: In an attention economy where everyone is drowning in content, 3 people stopped scrolling, read your entire post, and chose to acknowledge it. That's not failure. That's three humans who gave you their most precious resource: attention. Leave metrics, focus on connections Don't know what to post? Just be yourself and tell people what you care about. The project you're building. The problem you're solving. etc You don't need profound wisdom. You need an authentic presence. Start small if you need to: → Comment thoughtfully on others' posts → Document what you're building etc Visibility isn't all-or-nothing. It's showing up consistently in whatever way feels natural. What showing up has done for me: • People recognise me from LinkedIn at events and random places • I get DMs with opportunities • The last 3 speaking gigs came from my network • Referrals I've never applied to speak at any event. Visibility did that. The voice in your head: If something inside you is saying, "I should be out there," stop ignoring it. Your ideas, your work, your perspective have value. Quieting that voice doesn't protect you. It just keeps you invisible. The cost of invisibility? Zero impact. "Your silence doesn't serve anyone, including you." Focus on value, not clout The authority comes from consistent value, not chasing viral moments. You don't need permission to be visible: You don't need thousands of followers. You don't need perfect content. You don't need to go viral. You just need to stop being invisible to the people who are already looking for what you offer. It's perfectly fine if you choose not to show up. Not everyone needs to be online, constantly sharing. But if that voice is telling you that you DO need to be out there, then get out there

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A lot of people think productising payments means hiring a payments PM, wrangling engineers, and adding another department to the org chart. It doesn’t.... It doesn’t require engineering sprints. It doesn’t require an MBA to set your fees. It doesn’t require five stakeholders to push a change live. With Embed, you get control without the complexity. You set the pricing Reconciliation is automated The tools are built for operators, not developers And because of our white glove approach, it’s like having your own external payments PM on call (without needing to hire one). You can build a real payments business without building a team around it. That’s the whole point.

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I often ask leaders: “What engineering excellence practice are you passionate about but have failed to embed into culture?” The answers vary—writing UTs, maintaining solid design documentation, following agile rigour—but the underlying root causes are almost always the same. 1. Under GTM pressure, managers and leaders compromise (I am not an exception on this) on these practices. This sends a clear signal to teams: “These aren’t important enough.” The rhythm breaks, and culture erodes.  2. Stakeholders too rarely see the value—good practices are invisible until failures surface. Ironically, firefighting gets celebrated more than preventing the fire. 3. Another problem: too few believers. When leaders don’t invest in creating more champions of excellence, practices hinge on individuals. When those individuals leave, everything collapses. 4. Add to this the underinvestment in tooling—linting, automation, developer productivity platforms—and we’re left relying on people for what tools could enforce effortlessly. So,  How do we make engineering excellence practices more sustainable? 1. Choose a few critical practices—and hold to them without exception at ALL times. 2. Use incidents and customer issues to rally product and business stakeholders around the practices that would have prevented them. Incident management should be a collective responsibility (not just an engineering responsibility) 3. Focus on “cloning” believers by helping teams experience the real benefits. 4. Keep investing in developer productivity tooling—quality gates, automation, end-to-end SDLC support. Leaders must shift the culture from “just get it done” to “do it right.” That requires walking the talk, consistently. Only then can we build an engineering culture that lasts. If you are an Engineering or Senior Engineering Manager who resonates with these thoughts and would like to work with leaders like Rahul Krishnan P Rahul Aneja Prachi Sharma Shivendra Singh Gautham Ballal Ankeet Maini , Please share your resume to [email protected]. #jiohotstar #workculture  #leadership #hiring #engineeringmanager  #em 

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Cultural Debt > Technical Debt We expect tech debt to slow us down. Cultural debt is also sneaky, and it compounds faster. Every time we skip a hard conversation, rush a promotion, or glorify heroics over healthy systems, execution drags. PRs stall. Decisions loop. Great people leave. A simple Cultural Debt Ledger I recommend: Shortcut → Interest → Signal → Repay Ignored feedback → Silent disengagement → Fewer ideas, more surprises → Create visible feedback channels with SLAs; close the loop in public. Rushed promotions → Perceived unfairness → Calibration drama, retention risk → Document criteria, run cross-functional promo panels, publish outcomes. Hero culture → Burnout + brittle systems → Same names in every postmortem → Rotate on-call, reward prevention work, track toil as a metric. Meetings without decisions → Rework + thrash → “Who owns this?” on repeat → Add DRIs, decision logs, and a default-by date. Values-as-posters → Misaligned choices → Slack DMs > docs, side deals → Tie values to trade-offs; review big bets against them. Start small: pick one line item this week. Name an owner. Set a due date. Pay it down. Because when culture compounds, velocity returns.

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Leading a technical team is VERY different to being a Senior Developer, don't you think? Reflecting on more than 30 years of hindsight, there are a few things that I wish I had understood better and learned more quickly back in the day. So I thought I would share them and maybe help others learn to be better Technical Leaders, more quickly. That's why I've put together this guide, that pulls that experience together and you can get your copy for FREE ➡️ https://lnkd.in/ekRVdi6T In my experience, the best leaders in software engineering are the servant leaders who clear obstacles, create safe environments for experimentation, and focus relentlessly on enabling their teams to succeed. Leadership is about recognising that the success of the organisation depends on the people closest to the work having the freedom and support to do their best. If you want high-performing teams, your job as a leader is to build trust, remove friction, and help brilliant engineers thrive. ❗ See more of my advice how to be a great tech leader in the guide here ➡️ https://lnkd.in/ekRVdi6T

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