👋 You’re a brilliant engineer.
You’ve mastered the code, earned respect, and now you’ve been promoted.

Suddenly, the job isn’t about solving technical problems.
It’s about leading humans.

That’s where many engineers struggle.

Meetings go quiet.
Decisions bottleneck.
Delegation feels awkward.
Imposter syndrome creeps in.

What made you successful - technical mastery - suddenly isn’t enough.

If you’re a CEO or CTO, you’ve seen this story play out:
Your rockstar IC gets promoted... and flounders.
You risk losing both a great engineer and your leadership pipeline.

👉 That’s why I created coded2lead — coaching for engineers making the IC → leader leap.

With 20+ years scaling teams and shipping software, I’ve lived both sides.

Today I help engineers:

•  Build trust
•  Read the room
•  Run meetings people actually speak in
•  Stop accidentally becoming bottlenecks

In other words:
I help engineers become trusted leaders.

✨ My approach blends systems thinking with emotional intelligence.
Leadership isn’t just what you say — it’s what you train every day.

If you or your engineers are navigating this transition, let’s talk.

📅 Book a coaching intro call: coded2lead.com

Robert Harris

Evan S Fishman

Hi there, I'm Evan, the founder of Quely.👋🏻

As a creative engineer, I've always had a knack for disruption in the mobile and web space.

My latest project, Quely, is a tool designed to transform how teams handle their agile meetings.

Quely was built with a clear purpose: to quickly align teams with projects while transforming agile meetings into productive, interactive sessions.

What drives me is the excitement of disruption—finding innovative ways to improve how things are done.

I'm passionate about using tech to make work more efficient and enjoyable for teams.

Quely is where this passion comes to life.

Try out Quely at app.quely.io

Founder

Evan Fishman

If the only power a Scrum Master has is ceremonies + reporting, expect ceremonies + reporting. And a ton of resentment.

That’s how you end up with your Scrum Master policing Jira fields.

Not removing impediments. Not changing anything. Just… auditing.

I saw a rant from an engineer who’s on their “n-th” Scrum Master.

The pattern was painfully familiar:
Great at pointing out “numbers not matching” 
Bad at fixing the actual system 
Retros turn into therapy 
Nothing gets actioned 
Nobody pushes back on nonsense (including the team’s nonsense)

And most of the time, it’s not even the Scrum Master’s fault.

This role only works when the Scrum Master is allowed to actually change things. 
Not just host meetings and report numbers.

A good Scrum Master is not a meeting host. They are an impediment remover.

Meaning they should be doing things like:

Turning “retro complaints” into owned actions with dates, and following up next sprint.

Cut the status theater. Default to async updates. Use meetings for decisions and unblocking.

When random work gets injected mid-sprint, force the tradeoff. “What’s getting dropped?” is the question that saves teams.

Use metrics to spot bottlenecks, not to shame people. If cycle time is bad, cool. Now go fix what’s causing it.

If your Scrum Master cannot do those things, your org has neutered the role.

And then everyone argues about Scrum forever, because that’s easier than changing incentives.

Let’s not do another year of Agile Theater.

#Agile #ScrumMaster #Leadership

Founder, Dad, Creative engineer | Building Quely (formerly Rally) | Mental health Advocate

Agile is a mindset.

Not a set of ceremonies. Not a Jira setup. Not even “shipping faster.”

It’s how you respond when reality changes: smaller bets, faster feedback, clearer decisions.

Slack, Jira, docs, meetings… None of them are the problem.

The gaps between them are.

That’s where the real work is happening, quietly, expensively, and over and over again.

As a result your team is constantly rebuilding context from scratch. Piecing together what was said, what was decided, what changed, and why this even matters in the first place.

Before anyone can move forward, someone has to retrace the conversation across tools, skim old comments, go through a meeting note from two weeks ago, and mentally stitch it all back together. 

That effort doesn’t show up on roadmaps or velocity charts, but it drains energy fast.

This is why work feels heavier than it should. Not because the work is complex, but because clarity is scattered.

Quely (formerly Rally) is simply a way to close those gaps. A deliberate container where the right people, context, and decisions live together, so your work does not sprawl.

When context stops fragmenting, execution stops feeling like friction.

Who else can relate to the detective work required to find the information you need about a task?

It's a special kind of chaos where the Slack message says something different from the email and meeting notes. And the ticket is super bland. 

Who else can relate to this? How're you dealing with it?

Story points didn’t fail this team.
They were being used for something they were never designed to do.

They were never meant to be time.
They were never meant to be precise.

Story points exist to compare effort, uncertainty, and complexity relative to other work. That’s it.

And honestly, I get why that’s confusing.

Most teams come from a world where planning means hours, deadlines, and fixed commitments. Then Agile shows up and says, “Estimate this thing, but don’t think in time.” That feels abstract at best and dishonest at worst.

So teams do what makes sense to them.

They quietly convert points back into hours.
They argue over whether something is a 3 or a 5 as if the number itself carries truth.
They treat velocity like a promise instead of a signal.

That’s a misunderstanding of the tool.

The real value of story points isn’t the number you land on. It’s the conversation you have while trying to land on it.

Why does one person think this is simple while another thinks it’s risky?

What assumptions are we making about scope, dependencies, or unknowns?

What work are we hand-waving past because “we’ll figure it out later”?

Those discussions surface hidden complexity long before it becomes rework.

When teams skip or rush that conversation, story points feel pointless. When teams treat points as a proxy for time, they turn into a control mechanism. 
When management asks for velocity after sprint one, estimation turns into theater.

That’s how story points get a bad reputation.

Used well, they’re a forcing function for shared understanding. Used poorly, they’re just fake math with extra steps.

If the conversation isn’t happening, the numbers don’t matter.

We treat our work tools like open doors. Everything flies in at once.

Notifications, emails, unrelated tickets, and random comments and chat in Slack all compete for attention. 

It is draining.

Building Quely (formerly Rally), I wanted to create the opposite of that. I wanted a "Session."

A Quely Session is a space where you intentionally decide what comes in. You are the gatekeeper.

You invite the specific people.
You pull in the specific context (data, designs, logs).
You lock the rest of the noise out.

It allows you to step away from the general clutter of the business and focus entirely on a single objective, async of course.

You can’t control the chaos of a company, but you can control the context you work in.

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Robert Harris

Evan Fishman

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The Battle

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