As I have grown more senior in my career, my impact has shifted from writing the feature to shipping the product. My value comes more from influencing my team's output than just my own raw technical output. A team lead does not have a mandate to lead a team. Seniority (especially at a company where levels are private) does not confer authority.

When I first started at Stripe, I founded and led our efficiency engineering team. We were a team of two brand new Stripes with nebulous goals. I struggled to know how we fit into the rest of the infrastructure organization. Without a path laid before us, I did not know how to be heard, how to influence, how to drive strategy.

Cory taught me about nemawashi, a process of slow, deliberate consensus building. By using nemawashi when trying to enact a change, by the time you make the proposal, the change is already de facto implemented because you already have convinced all of the stakeholders that the change is the right thing to do.

By the end of my second month at Stripe, I had practiced this new skill. Our AWS tooling had a (strong) preference for instance store-backed instance types. Before the introduction of the d instance variants (e.g. c5d, m5d, r5d), this meant using c3, m3, and r3 which were ancient even in 2017. I wanted to remove this restriction because new instance families:

• are always faster, better, and cheaper.
• are better supported by OS drivers.
• have bigger reserved instance discounts.
• enable running fewer servers.

The hurdle to overcome was institutional fear of EBS. There was a large EBS outage shortly after Stripe started using AWS that formed a lot of organizational scar tissue. To work through this fear, I had a lot of 1:1 conversations across all of infrastructure. I sought to find out:

• Is your team afraid of EBS? Why?
• What instance types would your team like to use if there were no restrictions?
• Do you trust other infrastructure teams to make good instance type choices if we removed the restrictions?

By having these discussions I learned:

• I had an ally: our Hadoop clusters were using i3 instances which have instance storage but are backed by an EBS root volume.
• Most of the reason teams were using legacy instance types was due to inertia.
• The database team was afraid of EBS, but had already ticketed work to address these concerns before moving their workloads.

I proposed removing the block list for EBS-backed instance types along with a set of recommendations for addressing the specific concerns that I discovered while building consensus. The four line PR was merged without much ceremony.

I thought nemawashi was only a tool for making progress in the face of nebulous ownership and requirements. nemawashi is how a senior engineer levers up their impact. Building consensus on removing this one block list has had knock on effects two years later:

• The API is more performant.
• Builds are faster.
• The fleet is more efficient.
• The edge network has more capacity.
• Developer VMs are more ergonomic.

Service owners upgraded their instances on their own. Building consensus and embedding the idea that engineers would use the change to make good decisions for Stripe turned the four line PR into a self-serve strategic initiative.

Nemawashi is a tool for helping the organization do the right thing by default. The goal of a senior engineer should be to identify what those right things are and set the organization up for success by removing roadblocks.