“ how are you able to manage conflict between org builders and your technical vision?”
That for me, is the core of the issue. I have been in a few places where senior management (up to c level) still code and are critical parts of the project team.
The problem is who keeps them to schedules and co-ordination with the other people on the project. Hard to complain about team level issues if the failing person is also the boss of the technical staff.
Build a demo perhaps to illustrate the idea/vision but don’t code, focus on the high level management and direct the ICs to build out the production version.
Both roles (management and coding) are difficult, demanding positions to do well, deserving of respect and commitment.
That for me, is the core of the issue. I have been in a few places where senior management (up to c level) still code and are critical parts of the project team.
The problem is who keeps them to schedules and co-ordination with the other people on the project. Hard to complain about team level issues if the failing person is also the boss of the technical staff.
Build a demo perhaps to illustrate the idea/vision but don’t code, focus on the high level management and direct the ICs to build out the production version.
Both roles (management and coding) are difficult, demanding positions to do well, deserving of respect and commitment.
Just my opinion after bad experiences.