Scott Haight
Leadership

Technology leadership the business can use

Not the department of no. The team that helps the business move — safely, predictably, eyes open.

Operating Principles

How I think

  • Risk is not a stop sign. It's something we quantify, mitigate, and manage so the business can decide with clarity.
  • Reliability is revenue-adjacent. Uptime, latency, and recovery time show up in customer trust and productivity — not just SLAs.
  • Reduce toil to protect people. Burnout is often a systems problem before it's a people problem. Fix the system first.
  • Standards beat heroics. Repeatability creates speed, lowers incident frequency, and scales without adding headcount.
  • Be bilingual. Engineering depth with the team. Business impact with the executive. No translation lag, no dumbing down.
  • Decision clarity accelerates execution. When priorities and tradeoffs are explicit, teams move faster and with more confidence.
Measurement

How I measure "good"

  • Fewer recurring incidents and clearer ownership at every level.
  • Faster recovery with calmer execution — the team isn't surprised anymore.
  • Better forecasting and fewer surprise costs for budget owners.
  • Teams that stay, grow, and ship improvements consistently.
  • Stakeholders who trust the plan because it's transparent and well-reasoned.
For execs reading this: I'm the person who walks into the messy middle, turns it into a plan, and executes without drama. I surface tradeoffs — I don't hide them.
Team Leadership

How I develop people

What I build in teams

  • Ownership culture — people know their area, know its risks, and make good decisions without waiting for approval.
  • Clear escalation paths — no ambiguity about when to escalate, to whom, and with what information.
  • Coaching through real work — not theory. I explain the why while we're doing the thing.
  • Psychological safety during incidents — post-mortems that fix systems, not assign blame.

What I eliminate

  • Alert fatigue and noise that desensitizes teams to real issues.
  • Heroics as the default — if someone's always saving the day, the system is broken.
  • Toil that can be automated — manual repetition is a morale tax.
  • Ambiguous priorities — when everything is urgent, nothing gets done well.
Perspective

Ideas I share often

Read Full Articles Follow on LinkedIn