It’s time for “technical manager” to stop being a dirty word.


My mission is to elevate the art of technical management.

For too long, we’ve made hero’s of brilliant developers (e.g. Linus Torvalds, John Carmack), and mocked the idea of “brilliant managers”.

I know great development managers who are doing the job because they agreed to “take one for the team”.  They left the development work they loved for a job no one wanted.

Let’s face it, the icon most associated with technical management is the anti-role model named “The Pointy Haired Boss” from the cartoon Dilbert.


It’s time to stop believing that you need to just get out of the way of your brilliant developers.

There’s too much at stake to just “get out of the way”.


You don’t have to learn how to be a great manager the hard way. I want to help you level up faster.

I get paid to coach overwhelmed technical managers. After a few weeks, they every feel dramatically more confident and capable in their role, and is see better performance from their team.

I take the same insightful, actionable lessons I teach in my coaching and workshops, and putting them out as a free newsletter.


If you want to be an AWESOME manager, I urge you to sign up right now for my newsletter. Your team deserves it.


  1. Increase your performance as a manager
  2. Improve your team’s performance
  3. Boost your confidence as a manager
  4. Prevent blown deadlines
  5. Increase team morale and loyalty
  6. Manage your manager and your customers


Sign up for my newsletter


It’s time to create the next generation of great development managers.  I hope you will join us.


Marcus Blankenship

PS – If you have an immediate need to become a better technical manager, please contact me now. I can help.


“Marcus helped me build a team I can delegate to effectively.”

keith-perhacMarcus helped me build a team I can delegate to effectively, and they build deliverables that I am proud to ship to our clients.

Before working with Marcus, I had “delegation deadlock”. I delegated poorly to my team because I knew I could do it faster if I just did it myself. But every time I did that, I shortchanged the long-term growth of my programming team, and ultimately my business.

Keith Perhac, Delfinet.