Vidal: [Aviv: [What’s your background and how did you get into management?Vidal: [Aviv: [Part of it was just coding freelancing for companies. And then I slowly moved up to being the sort of a fractional leader, having managed teams and then teams and managers of teams. And then even teams as big as 40 50 engineers under me. And in the past few years, I’ve been transitioning to consulting and coaching tech executives to move them from needing someone like me as a band-aid to providing them the ability to just lead their teams as they need to.What are the biggest challenges you face as an engineering leader?Vidal: [Aviv: [That’s one problem I’m seeing all the time. Another challenge I think is for us personally, as leaders as the constantly to upgrade our own processes, our own tools, because managing a team of five people is not the same as managing a team of 15. And it’s not the same as managing managers and so on.So we constantly need to redefine what we’re doing. Let go of things that might’ve worked for us for years, but no longer make sense and that sort of thing. And that’s hard, like molting every six months in a scale-up startup is going to be hard. But if you don’t do that, you’re going to be left behind.Vidal: [Aviv: [