{"id":5394,"date":"2021-02-04T06:25:43","date_gmt":"2021-02-04T14:25:43","guid":{"rendered":"https:\/\/intuitblog.com\/?p=5394"},"modified":"2025-11-12T12:35:16","modified_gmt":"2025-11-12T20:35:16","slug":"intuit-cto-what-it-takes-to-build-software-faster-at-scale-in-a-virtual-world","status":"publish","type":"post","link":"https:\/\/www.intuit.com\/blog\/innovative-thinking\/intuit-cto-what-it-takes-to-build-software-faster-at-scale-in-a-virtual-world\/","title":{"rendered":"What it takes to build software faster at scale in a virtual world"},"content":{"rendered":"

How does an engineer rise to the executive suite and retain her technical roots\u2014while keeping her organization on-mission in a world turned upside down by a pandemic?\u00a0<\/span><\/p>\n

At the <\/span>Debug 2020 Summit<\/span><\/a>, hosted by Lesbians Who Tech & Allies, Intuit CTO Marianna Tessel sat down with a longtime friend and industry colleague, <\/span>Cowboy Ventures Founder Aileen Lee<\/span><\/a>, for a mainstage fireside chat to explore the principles, priorities, and trade-offs driving innovation today. Following are excerpts from their wide-ranging conversation, touching on the impact of open source to maintaining cultural cohesion and personal well-being in the midst of COVID-19. Visit <\/span>here<\/span><\/a> to register and view the <\/span>“Building Software at Scale in a Virtual World”<\/span><\/a> session replay.\u00a0<\/span><\/p>\n

Aileen Lee: When we met a decade ago, you had four kids and a working full-time spouse and you were one of the few women in a VP role at VMware. How has the experience of being a woman in technology evolved since then?<\/b><\/p>\n

Marianna Tessel: I didn\u2019t think much about it at the time because we were all kind of working through our careers. But as time passed, this became more of a conversation. People would say, \u201cI\u2019m a woman in tech,\u201d or \u201cI have these difficulties,\u201d and that was an aha moment for me where I would say, \u201cI\u2019ve been having these kinds of difficulties too.\u201d And that\u2019s been great. I felt a lot more empowered since it became more of a dialogue in the industry, and I\u2019m very thankful for that dialogue.<\/span><\/p>\n

AL: What was it like growing into management from a technical background?<\/b><\/p>\n

MT: I had to learn quite a bit, and my journey is not done. I still continue to learn every single day. I had the technical understanding for the job, but had to develop the people skills and leadership skills, how to propagate a change, and how to decide on a vision and a strategy. Meanwhile, you need to be not just a people leader, but also a technologist. So that\u2019s a dance that I\u2019ve been doing the last several years, especially with technology moving so fast. I put a lot of effort into making sure that I develop as a leader without leaving behind my technical skills.<\/span><\/p>\n

AL: How do you see your mandate as the CTO of Intuit? What\u2019s been on your list to try and accomplish?<\/b><\/p>\n

MT: In my current role, I\u2019m responsible for our technology vision and our technology strategy, as well as the execution of our projects. I\u2019m responsible for a team of 5,000 engineers spanning not just technology, but also IT and security. One of the most important things I did as I stepped into this role was that I stopped and listened. Intuit is very good about this transition and announced my appointment several months ahead of time. That allowed me to meet people and talk to them without actually being operationally responsible for their role. I met with teams and customers to understand the issues they faced and got advice from other leaders both externally and on our own leadership team.\u00a0<\/span><\/p>\n

Because Intuit had a new CEO and a new CTO at the same time, there was an opportunity for a lot of change. We made the decision to declare a strategy of being an AI-driven expert platform, not just a collection of products. In order to do that, we needed to make strategic investments in a few areas\u2014in particular, AI and data.\u00a0<\/span><\/p>\n

We also looked at whether we\u2019re structured the right way, culturally and organizationally, to deliver on our strategy and mission. There are a lot of changes I\u2019ve made to try to develop our culture as a truly amazing technology organization, leaning more towards open source, speaking externally more, and things like that. I\u2019ve also learned to appreciate the notion of not just having good ideas, but also making sure you can put them into an operating structure that allows for scalability so you can make them a reality. So we put together an operating rhythm for engineering, and we\u2019ve been operating on that rhythm ever since.\u00a0<\/span><\/p>\n

AL: How has COVID-19 affected the way you think about that rhythm?\u00a0<\/b><\/p>\n

MT: As I\u2019m sure is true for many companies, we initially assumed that with people working at home, productivity would go down. To get an understanding of that, we started to measure releases to production\u2014the number of PRs (<\/span>production releases)<\/span> we created and merged. We were surprised to see that PRs were actually going up. What we realized is that, beyond taking some overhead from people, the fact that they were at a home all the time meant that they might not have quite as many other things to do. We loved the idea that people were investing more time in coding. But, we also didn\u2019t like it, because we believe people need to have a work-life balance. They need to preserve their mental health. So that\u2019s something we\u2019re emphasizing more\u2014making sure people don\u2019t invest beyond what they should in their work these days.\u00a0<\/span><\/p>\n

I had this experience for myself during COVID. The first few months I worked pretty much 24-7. Our dining table became our desk, and I\u2019d get to work in the morning, then finally go to bed after midnight. I started to feel like it wasn\u2019t healthy for the family. I didn\u2019t feel like I was making better decisions as a result. I had to set boundaries for myself.<\/span><\/p>\n

AL: Are there new kinds of metrics you\u2019re using, and new lessons you\u2019re learning?<\/b><\/p>\n

MT: One thing that\u2019s been interesting to see during COVID is that all of our meetings are now in Zoom or in other ways you can measure. We keep all the personal information out of it, but it helps us understand where our engineers spend their time. We saw that people have a lot of interruptions during the day. We\u2019re trying to fix that. They don\u2019t have quite as many meetings, so that\u2019s one of the things we are able to do now that we couldn\u2019t before. At the same time, people also tend to focus more these days, where maybe prior to COVID, it was easier to get into a discussion. Now you have to be more deliberate about it if you want to schedule a meeting. We see a lot more people either find a resolution themselves or just use Slack.\u00a0<\/span><\/p>\n

AL: How have you need able to maintain your rhythm and rally the troops during COVID? How do you keep the drumbeat of what you\u2019re trying to accomplish as CTO, building momentum or maintaining it?<\/b><\/p>\n

MT: On the product side, when COVID started, I think our initial reaction was the easiest one. \u201cOh, we should do the GoFundMe,\u201d <\/span>which we did <\/span><\/a>to help small businesses. Then we got a little more in-depth. We got QuickBooks Capital approved by the small business administration as a non-bank lender, which allowed us to participate in the Payroll Protection Program to make over $1.2 billion in loans and save over 220,000 jobs. Because we already had the data for a lot of those companies, we were able to help them get approved for new financing super quickly. We were very proud of that. We have a lot of very emotional letters that customers wrote as a result. There was a lot of confusion about eligibility for the CARES Act, so we wrote Intuit Aid Assist, which is a tool that allows you to come in and figure out, \u201cWhat am I eligible for and what can I do as a next step?\u201d <\/span>These were very meaningful ways<\/a> <\/span>in which we were able to help our customers, and they helped our team feel a sense of mission and purpose in their work.\u00a0<\/span><\/p>\n

AL: How has the adjustment to remote work been for you personally?<\/b><\/p>\n

MT: It is hard, I have to say. I draw a lot of energy actually talking to people and not just small images on a screen. Not being able to be in a room, not understanding exactly how people react, has been tough. As a leader, I really miss that interaction. While I enjoy the fact that I can spend time in between meetings with my kids, I really miss the energy of talking to people, these corridor interactions that we had. I did notice, however, that I have become better at reading people online, and I think a lot of us have. I\u2019ve seen that sometimes people lean when they want to talk. In the beginning, I wasn\u2019t as sensitive to that, and now I find myself saying, \u201cAlex, did you want to say something?\u201d I am getting better at reading small images on the screen.<\/span><\/p>\n

AL: How do you make sure that the Intuit technology and engineering team stays in touch with tech from a cultural perspective?<\/b><\/p>\n

MT: Part of fostering a technical culture is for me as a leader to show my interest in technical topics. When I sit with a team, I ask very technical questions, and I look at code, and I ask that we look at demos, so we go in quite a few details there. So the whole conversation is very technical. It helps propagate the expectation that all of our leaders know the details of the technology. I also encourage others on the management team to get external inspiration and connect with other people in the industry, ask what other companies are doing, and have those kinds of technical discussions. Our operating rhythm includes everything from financial planning to business planning, but it also includes technology. What is our strategy? We revisit and look at new technologies on a weekly basis. We meet for a whole day, and those discussions are very technical.\u00a0<\/span><\/p>\n

We also talk a lot about open source. I don\u2019t want to get too much on that soapbox, but I am a big believer in open source. So one of the things I said to the team is, let\u2019s be very bold about using open source technologies, contributing to open source technologies, and open-sourcing some of our components.\u00a0<\/span><\/p>\n

And we\u2019ve been doing all of that. Some of <\/span>Intuit Open Source<\/span><\/a> code components are now a part of the <\/span>Cloud Native Computing Foundation<\/a><\/span>, and as a result, we won an <\/span>award<\/span><\/a> for open source contribution. That gave the team a lot of pride in what they do, and again, it\u2019s super technical, and it\u2019s recognized in the industry as technical. This comes in part from my own startup experiences at Docker, where you constantly think everything is possible and you are ready to push the envelope every single day.\u00a0<\/span><\/p>\n

So let\u2019s just take risks. Let\u2019s adopt modern technology. Let\u2019s use open source. We were one of the first companies to adopt Kubernetes at scale (for example, <\/span>running TurboTax on Kubernetes)<\/span>. And, that has enabled a lot of speed for us.<\/span><\/p>\n

To register and view the full <\/span>“Building Software at Scale in a Virtual World”<\/span><\/a> session replay, visit <\/span>here<\/span><\/a>.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

How does an engineer rise to the executive suite and retain her technical roots\u2014while keeping her organization on-mission in a world turned upside down by a pandemic?\u00a0 At the Debug 2020 Summit, hosted by Lesbians Who Tech & Allies, Intuit CTO Marianna Tessel sat down with a longtime friend and industry colleague, Cowboy Ventures Founder<\/p>\n","protected":false},"author":151418277,"featured_media":7724,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"rkv_browse_by_id":0,"rkv_cta_id":0,"rkv_optimize_for_pagespeed":false,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"useModifiedDate":false,"customPublishDate":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[237496403,237496409,237496405],"tags":[1216799,237495878,1458],"intuit_collection":[],"intuit_series":[],"coauthors":[1399,237496056],"class_list":["post-5394","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-innovative-thinking","category-tech-innovation","category-thought-leadership","tag-innovation","tag-lesbians-who-tech","tag-virtual-reality"],"yoast_head":"\nWhat it takes to build software faster at scale in a virtual world - 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