Smartpin

Smartpin is a cloud-native, self-serve asset tracking platform delivering real-time visibility for the physical world—no infrastructure required. Built on a commercial-grade Bluetooth network (80M+ location gateways via Tile, Life360, and Hubble), Smartpin is engineered for scale, resilience, and zero-touch deployment. From hardware to cloud, we’ve rethought asset visibility from the ground up—radically simple to start, infinitely scalable in the field. Next up: Bluetooth direct-to-satellite connectivity and AI-powered insights for operations teams everywhere.

Founding Head of Engineering

Jossie Haines Consulting

Coaching and consulting company on a mission to retain women in tech.

Services include:
- Executive coach empowering women in tech to be heard, lead authentically, and play by their rules! 

- Advisor for technology companies and leaders who want to learn how to use empathetic management principles and inclusive culture-building to retain their top talent and build happier, more motivated teams.  
- Startup technical advisor at the intersection of inclusion and technology. Technology expertise in IoT, Bluetooth integrations, voice assistants, e-commerce, and subscription infrastructure.

CEO/Founder

Ribbiot

Advising Ribbiot on building an asset tracking platform for construction.

Technical Advisor

BarRaiser

I share my knowledge of technology, and diversity, equity, and inclusion to empower BarRaiser to design an interview bot assistant that makes interviews consistent and fair, eliminates bias from the process, and provides equity.

Tile

I was the VP of Software Engineering and Head of Diversity, Equity & Inclusion (DEI) at Tile, having grown the team by 40% in my first 5 months from 29 to 55.  I led the software engineering organization including mobile, backend, web, platform, data, and QA engineering at Tile.  I was in charge of the web re-platform project modernizing our web stack. 

Have you ever asked your Google Home, “Ring my keys”? That is one of many partner integrations I’ve led with companies including Google, Comcast, Amazon, Intel, and HP. If you’re looking to buy a new Tile on tile.com, you’ve been powered by the e-commerce site that my web team managed ensuring we could bring in millions in revenue. I also drove the DEI initiatives at Tile including developing and implementing a company-wide mentoring program, people leader training, defining the yearly strategy and budget, and working within Tile’s Executive Team to ensure DEI was incorporated in all aspects of our business.

VP of Software Engineering; Head of DEI

- Manage the 7-person remote web team focused on building, managing, and scaling the e-commerce site which handles all of Tile’s direct e-commerce accounting for 30% of overall company revenue. Within 2 months of taking over management of the team, team morale improved significantly, team throughput was at an all-time high, and we implemented efficiency measures to the site that reduced API fees by thousands of dollars, and improved site speed leading to a flawless holiday e-commerce execution exceeding revenue targets by 30%.

- Collaborate with marketing, product, customer care, analytics, and legal teams to ensure we are delivering the best customer experience on the web for our users. 

- Head of Diversity, Equity & Inclusion initiatives at Tile. I work within the Executive team to build company-wide initiatives including creating the DEI roadmap, goals, and metrics, training people leaders, and speaking publicly about the importance of empathy. Focus on developing leaders that lead with compassion, build trust, admit mistakes, measure what matters, find the right level of the process, and are skilled multipliers.  

- Delivered over 40 talks on engineering with empathy, empathetic leadership, retaining women in tech, as well as the Tile architecture and technology over the last 2 years.

- Continue driving partner integration efforts including working with Amazon, Intel, HP, and other major laptop OEMs. Define architecture and long term product vision and strategy for these integrations.

Sr Director, Platform & Web Engineering; Head of DEI

Led the collaboration with Intel to develop technology that enables millions of Intel-based laptops to behave as Tiles without additional hardware requirements; driving the efforts through all aspects of engineering collaborating with Intel and all of the major laptop OEMs to launch these initiatives including building a 5 person remote Windows team to implement our new Tile Windows Application.

Sr Director of Platform Engineering

- Led the development efforts from ideation through the launch of enabling HP laptops to be enabled as Tiles.  Within 3 months of ideation, had partnered with a 3rd party Windows development team to build a Tile Windows Application prototype.  I then brought the work in-house and built a 5 person Windows team to take the prototype to production.  

- Led platform engineering initiatives across the entire engineering organization, including enabling millions of smart home devices to find and ring Tile location finding devices; partnered with Google, Amazon, and Comcast in defining the architecture for ringing Tiles; directed mobile, backend, web, windows, and firmware engineering teams throughout the creation and launch of Tile device location-finding solutions for consumer technology products.

- DEI Lead: Designed, implemented, and led the Tile mentoring program.  67% of the company participates, with 90% executive team participation.  95% of participants have said that the mentoring program has enhanced their Tile experience and has kept them at Tile.

Platform Engineering Director

- Expert technical consultant for Tile’s premium subscription service e-commerce website, from conception through the introduction of software infrastructures. 
- Collaborative partner with marketing, design, and product development teams to identify and deliver solutions to technical and functional requirements of new software.
- Piloted innovative, specialized design and integration of software-driven services, including initiating Stripe e-commerce payment provider and integrating A/B experimentation using Optimizely to analyze performance.
- Translated operational needs into stable, supportable software platforms using Node.js, REACT, and PHP.

Freelance Software Developer

Freelance work focused on building and designing consumer technology, coaching engineering leaders in DEI and leadership, and training small business owners on technology.

Technical Consultant

Apple

Governed engineering teams and furthered strategies for Siri Media Domains (TV, movie, sports, & music) while crafting and launching Siri support on HomePod.

◆ ORGANIZATIONAL IMPACT ◆
🔹 Won Emmy for Siri Apple TV; piloted the crafting and implementation of TV partner onboarding process for recognizing new TV partners and their content in Siri on Apple TV.
🔹 Cross-functional partnership with marketing department to create Siri on Apple TV promotions for customer-facing events.
🔹 Founded and led the Women@Siri professional group focused on meeting with women in tech to discuss technology trends and opportunities.

Siri Domains Engineering Manager

Zynga

Influencer and strategic player to conceive new technologies for advertising use in games, including cross-promotions, third-party ads, and rewarded ads; navigated systems reliability, which generated revenue representing 25% of annual revenue.

ORGANIZATIONAL IMPACT
🔹 Won the Green Beret Award for superior leadership for multiple groups and teams throughout development efforts that drove significant profits.
🔹 Integrated engineered solution across multiple platforms, including social media, web sites, and third-party services, ensuring the successful processing of approximately 2B client/server calls per day.

Director of Engineering

Fabricated software-driven systems, services, and processes that significantly enhanced customer experiences and technology performance across multiple Zynga gaming titles.

◆ ORGANIZATIONAL IMPACT ◆
🔹 Constructed mechanisms to ignite customer engagement and product marketing by crafting and instituting innovative backend services and database architectures, launching enhanced storage systems and support processes, and engineering email management solutions.

Principal Software Engineer

American Express

Piloted a US & India-based engineering team in charge of developing the Interactive Voice Response API for AMEX’s Serve platform customers.

Director of Engineering, Serve Platform

Spearheaded the creation and introduction of systems, products, and features for the CHEFVILLE, CITYVILLE, and CAFÉ WORLD game titles. Provided design support for the storage service for CHEFVILLE, which later became the central storage service for all Zynga games.

Director Of Engineering

Senior Engineering Manager

Executive Coach Empowering Women Leaders to Thrive in Tech | ex-VP of Engineering | Keynote Speaker

Are you a woman manager or director in tech struggling with being asked to do more with less?

I know how hard it can be at times to:

▶ Maintain your professional growth trajectory amidst frequent organizational changes and economic uncertainty

▶ Quickly adapt to shifting strategic goals without losing sight of current projects or feeling like no real progress is being made

▶ Maintain motivation and productivity when there is a lot of uncertainty as well as stagnation when it comes to available opportunities

▶ Balance the increased workload with personal life.

In my 20+ year career in Engineering and over a decade in leadership working for companies like NetApp, Zynga, Apple, and Tile, I've experienced all these challenges.

I know firsthand that being a woman in tech leadership is hard.

​After all, over 50% of women leave tech by age 35.

I was about to be part of this statistic.

When I left Apple in early 2018, I was burnt out, tired of the bias women in tech face, and ready to walk away.

I realized that I'd be unable to change the future and create technology that truly accounts for the needs of everyone.

I couldn't do that.

It empowered me to return and start my mission to keep women in tech.

I joined Tile, launched a mentoring program that empowered seven folks to switch roles within the company, led our DEI efforts, and helped build an amazing, inclusive culture while being a high-performing engineering leader.

I worked with the CEO to create my VPE role and enabled my boss to be promoted to CTO so we could scale the engineering organization from 29 to 55 in 4.5 months in the middle of the COVID pandemic.

I had another realization—while I could do this one company at a time, I wouldn't be moving the needle on my mission.

This led me to become an Executive & Leadership Coach for women in tech.

Through my 200+ hours of coaching, I supported numerous women leaders in tech to:

▶ Deal with being asked to do more with fewer resources while navigating a lot of uncertainty

▶ Master the leadership game, get promoted, and make an impact

▶ Keep their teams motivated and productive through company acquisitions, reorgs, or financial downturn

▶ Reduce stress and more.

So, if you are a woman leader in tech looking for support, schedule a Free Strategy call to explore whether coaching together is a fit.

ONLY 1 Q3 COACHING SPOT LEFT! Book a call today:

📞 https://form.jotform.com/Jossie_Haines/strategy-call-with-jossie

"Working with Jossie has taken me to the next level in my leadership skills." - Lou Collins
Head of Engineering, Wrapbook

I spent years thinking "not micromanaging" made me a great leader.

Until I watched a brilliant engineer at Apple feel completely unsupported under my leadership.

A recent coaching client shared an almost identical story. They were so proud of their hands-off approach with their team. Senior engineers loved the autonomy. Junior engineers? They were drowning.

One junior engineer couldn't even start a project they'd been assigned. Weeks of spinning. Growing frustration. Eroding trust.

My client thought they were avoiding micromanagement.
They were actually being an absent manager.

There's this massive gap between micromanaging and abandoning your team. Most of us don't see it until someone fails.

Support isn't micromanagement. 

When we worked through this, we identified three distinct approaches:
→ Senior engineers: High autonomy, strategic check-ins
→ Mid-level engineers: Collaborative planning, regular touchpoints
→ Junior engineers: Structured guidance, frequent pairing

The same "freedom" that empowers your senior folks can completely overwhelm someone new.

My client started having different conversations with each team member. Asked what support looked like for them. Some wanted weekly architecture reviews. Others needed daily standup check-ins. One just needed permission to ask "dumb questions."

The shift was immediate. That struggling junior engineer? Started shipping code within two weeks.

Great leadership isn't having one style that works.
It's having the range to meet each person where they are.

Sometimes the kindest thing you can do is roll up your sleeves and work through something together. That's not micromanaging. That's leading.

What does "supportive" look like for each person on your team?

#EngineeringLeadership #ManagementStyles #TechLeadership

Jossie Haines

Helping Technology Leaders Multiply Their Impact through Human-focused Leadership + AI | Executive & Leadership Coach | Fractional Engineering & Product Leader/Advisor | ex-Apple, Tile (VPE) | Champion for Women in Tech

Ever notice how one word can completely change your leadership experience?

A senior engineering manager came to me paralyzed between two pressures: her manager said they were setting her up for the next level but she was terrified of failure and being labeled "difficult" for pushing back on subpar work from junior PMs.

They were exhausted from constant battles over quality standards. Frustrated by cleaning up AI-generated specs. Drained by what felt like endless fights.

Twenty minutes into our coaching session, we found the shift that changed everything:

Stop thinking of it as "fighting with PMs over quality."
Start thinking of it as "coaching junior talent on what good looks like."

Same actions. Completely different energy.

When you're fighting:
→ You're the gatekeeper blocking progress
→ Every conversation feels adversarial
→ You're seen as difficult or demanding
→ You leave exhausted

When you're coaching:
→ You're developing future senior ICs
→ Every conversation builds capability
→ You're seen as invested in their growth
→ You leave energized

The client's immediate response? "That completely changes how I feel about these conversations."

They went from dreading these interactions to seeing them as leadership moments. From being perceived as the engineering bottleneck to being recognized as someone who develops talent.

Setting standards isn't being difficult.
It's what leaders do.

The question is: how do you frame it?

What exhausting "battle" could you reframe as development?

#EngineeringLeadership #TechLeadership #LeadershipDevelopment

I am on a mission to retain women in tech. I provide 1:1 executive coaching for women leaders in tech who are burnt out or feeling overwhelmed, tired of not being listened to, and want to lead from a place of empathy and compassion instead of the typical assertive leadership stereotype. If you are struggling with these types of challenges and want to finally have the career you desire, send me a DM to book a free clarity call and unlock the right next step to achieve your goals and dreams.

My passion for tech started at the age of  5 and got my first computer, a Commodore 64. Even though I have a Chemistry undergrad degree, my passion for technology led me to Silicon Valley in the middle of the Dotcom boom to start my career as a web developer.  

Since then, I’ve worked at companies including NetApp, Apple, and Zynga. My career took off in 2010 when I joined Zynga, grew from Software Engineer to Director of Engineering in 4 years, and won 3 company-wide awards for enabling multiple million-dollar revenue days on Cafe World, and successfully launching Chefville to millions of daily active users. Then, at Apple, I led the development of over 30 new Siri music features added for the HomePod launch and my media team enabled the Siri enhanced search on Apple TV, earning us a technical Emmy.

When I left Apple in early 2018, I was burnt out, tired of the bias women in tech face, and ready to walk away. I realized though, I’d be walking away from the ability to change the future and create technology that truly accounts for the needs of everyone. I’d become the statistic that 56% of women leave tech after 20 years of giving it my best shot.  I couldn’t do that. It empowered me to come back and start my mission to keep women in tech. I joined Tile, launched a mentoring program that empowered 7 folks to switch roles within the company, led our DEI efforts, and helped build an amazing inclusive culture that I'm proud of -- all while being a high-performing engineering leader.  I worked with the CEO and my boss to create my VPE role and enabled my boss to be promoted to CTO so we could scale the engineering organization from 29 to 55 in 4.5 months in the middle of the COVID pandemic. 

I had another realization -- while I could do this one company at a time, I wouldn't move the needle around my mission.  This inspired me to become an executive coach for women in tech.

I'm also an active public speaker - giving over 80 talks and interviews in the last 4 years.  Highlights include speaking at the Grace Hopper Conference, and Udemy’s Diversity Forward Conference.

"I have 20 things that need to happen. How do I know which one to do first?"

This is what a VP of Engineering asked me last week. She wasn't new to leadership—she'd been doing this for years. But she'd just inherited a team with technical debt everywhere, no documentation, and a product roadmap that kept changing.

The overwhelm was real.

We could have made a priority matrix. We could have done impact vs effort analysis. We could have talked about stakeholder management.

Instead, I asked her one question: "What would happen if you did nothing for a week?"

She laughed. Then she got quiet. Then she said: "Actually... probably nothing catastrophic."

That pause changed everything.

When you're drowning in urgency, everything feels like it's on fire. But most fires burn themselves out. The real work is identifying the one or two that will actually take down the building.

In 45 minutes, we identified her two actual fires (both related to team retention) and created a simple framework for saying no to everything else—at least for now.

Her update a week later: "I feel like I can breathe again."

That's what happens in the Leadership Coaching Labs. We cut through the noise to find what actually matters.

December 10 is the last free preview before the full program launches. If you're an engineering manager, director, or VP wrestling with too much—join us.

We'll work through real challenges using the 4-pillar framework that's helped dozens of leaders go from overwhelmed to strategic.

What's the one fire you're treating as urgent that might not actually be?

#EngineeringLeadership #LeadershipDevelopment #TechLeadership

Your senior developer is brilliant at spotting flaws. That might be your innovation problem.

A leader brought me this challenge recently: "My team won't share creative ideas"

She described how their brainstorming sessions were playing out: Ideas would slowly start flowing. Then their most senior developer would jump in with feedback on a junior engineer's idea. 

This was not toxic feedback. They were valid concerns that were shared constructively, and yet they completely shut down the room.

The junior engineer would stop talking. Other devs held back. The rest of the session became the senior dev and manager talking to each other.

Here's what most leaders miss: 
When you mix brainstorming with evaluation (even if done empathetically), our brains default to not feeling safe. And you can lose the diversity of thought that drives real innovation.

We restructured their approach:

Phase 1: Ideation (all ideas welcome)
→ No immediate feedback, only building ("yes, and...")
→ Quantity over quality
→ Wild ideas encouraged
→ Everyone contributes

Phase 2: Evaluation
→ Now critical thinking is welcomed (via empathetic and constructive feedback)
→ Feasibility discussions happen
→ Senior expertise shapes implementation
→ Decisions get made

The same team, same room, same challenge. But this time? Ideas from every level. Including three approaches they'd never considered before—one of which became their solution.

The senior dev's reflection afterward stuck with me: "I didn't realize I was shutting down innovation. I thought I was helping."

That's the thing. Your senior people's expertise is invaluable. But timing matters.

Other innovation killers I see constantly:
- Leaders sharing their ideas first (everything else gets compared to it)
- Asking "will this work?" during ideation (wrong question, wrong time)
- Only celebrating fully-formed solutions (not the messy process of getting there)

Your senior engineers' ability to spot problems is an essential superpower. Just not while people are creating.

When's the last time your quietest team member shared a wild idea?

#EngineeringLeadership #Innovation #PsychologicalSafety

I had a great conversation with Sarah Tenisi on the Tech Me Seriously podcast.  We spoke about AI's impact in the tech space, and how to leverage it effectively to multiply your team.

AI can support QA, but it can’t replace the people who know your product inside and out. In this clip, Jossie Haines Consulting shares why cutting QA teams creates long-term tech debt and costly recovery work. 

Listen to the full conversation on Tech Me Seriously 👇 
🔗https://bit.ly/4omCtHQ

#TechMeSeriously #AI #TechLeadership #QA #SoftwareEngineering #TechPodcast

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