The Guest – Sergey Katsev, VP of Engineering at Catchpoint
Sergey Katsev is the VP of Engineering at Catchpoint, a leading platform that ensures the resilience, reliability, and performance of the internet and digital services. Sergey is here today to talk about his career in technology and the challenges that come with working in internet resilience.
The Backbone of the Digital Age: Internet Resilience
In a world driven by digital services, internet resilience is crucial. It ensures systems remain operational despite disruptions like hardware failures or cyberattacks. With the rise of remote work and cloud computing, businesses rely on distributed systems, increasing complexity and vulnerability. Key metrics like uptime, MTTR, and DORA metrics help measure resilience. AI further enhances stability, with predictive AI anticipating failures and generative AI aiding response times.
In today’s fast-paced environment, resilience isn’t optional—it’s a necessity for maintaining seamless operations and safeguarding business continuity.
Some highlights in this episode include:
- The Evolution of Career Paths
- The Role of Customer Success in Organizational Integration
- Challenges of Internet Resilience and Remote Work
- AI’s Role in Software Development and Operational Efficiency
- Key Metrics for Measuring IT and Business Success
What are the biggest lessons you’ve learned in your career about managing technology and people in high-pressure and fast-paced environments?
“On the people front, one thing I’ve learned—something that has bitten me a couple of times, or that I’ve observed in companies—is that some people go into management because they think it’s the only way to advance their careers. But you really can’t do that. In my experience, managing people is harder than managing technology or even working directly in technology. And usually, the people who think managing people is ‘super easy’ are the ones who probably shouldn’t be managers in the first place. I’ve seen great individual contributors become terrible managers, while some mediocre individual contributors turn out to be amazing managers who can rally their teams, drastically improve performance, and create a positive environment. To be a good manager, you need a specific skill set; working across departmental lines, collaborating with the business side, and engaging with people. Many developers tend to stay within their bubble — whether that’s their specific codebase, team, or department. Good managers break out of that bubble and connect with others.
At Catchpoint, we have a program — like many companies — where new employees are paired with someone outside their department. This helps them get a feel for the corporate culture… I particularly like pairing new hires with customer success, because that team has a pulse on how customers are doing, understands their requirements, and has a solid grasp of the product. It’s a partnership that works really well.”
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