Your First 100 Days: A Playbook For Succeeding as an Incoming Engineering VP

Stepping into a new engineering VP role is equal parts exhilarating and daunting. It’s like being handed the keys to a high-performance race car… that’s sputtering along the highway at 80mph instead of the 180mph it’s capable of. Your challenge? Make an immediate impact, rescue floundering projects, and prove that the company made the right choice in hiring you.

Here’s how to hit the ground running as a new engineering VP (well, new to that company at least), and make your first six months a game-changer.

Do Recon Before Day One

Don’t wait for your official start date to understand the company’s tech landscape. As Gartner’s Kevin Smith put it, the prepare phase is all about understanding “the context of the transition.” What are the organization’s digital goals? What’s the reputation of the engineering team you’re inheriting? Who are the stakeholders, and what do they expect?

McKinsey echoes this, urging new engineering VPs ( /other tech leaders) to begin their work during the interview process by understanding organizational dynamics and key priorities. This proactive approach enables you to start crafting a strategic plan even before day one.

Practical steps:

• Study annual reports, industry news, and your company’s public filings (if it is indeed a public company)
• Ask specific, strategic questions during your interview process so you have a good idea of what you’re stepping into
• Meet with key stakeholders to understand their pain points and expectations
• Identify major in-flight projects and assess their strategic business importance

If your predecessor left behind chaos (or worse), that’s both a challenge and an opportunity. As Smith noted, “You might have a lot of cleanup to do,” but it’s also a chance to rack up quick wins and redefine the engineering team’s brand.

Clarify Your Mandate as the Engineering VP

The first weeks in your new engineering VP role are critical for defining your authority and aligning expectations with your CEO and peers. As McKinsey points out, “Setting clear expectations about the levers you must control” ensures you have the support you need to succeed. This could involve clarifying your ability to approve budgets, cancel underperforming projects, outsourcing appropriate initiatives, or make key staffing decisions.

Engage with your CEO and other senior leaders to define success metrics and secure backing for any bold, early moves. I’d also add that you have to understand the expectations of your new team — you’re stepping into an environment with its own legacy, whether that’s a well-oiled machine or a fixer-upper.

Build Relationships — and Listen

You’re not just managing tech; you’re managing people. Spend your first few weeks meeting with your team and peers in the C-suite. Ask questions, listen carefully, and avoid making sweeping changes right away.

You have to CO-create plans with stakeholders. While you certainly were hired for your expertise, you need to include the rest of your new org in crafting a unified vision for your collective future. 

If you’re not establishing strong relationships with business unit heads, you’re dead in the water. Not only that, but you also need to frame how engineering can enable or transform their area of influence in ways that benefit them, their team, and their bottom line.

You need a story to tell stakeholders — be sure they’re at the center of that story where you’re helping facilitate their initiatives.

Identify — and Deliver — Quick Wins

Nothing earns trust faster than delivering results early on. One of THE biggest levers for a new engineering VP is figuring out what you can take a hold of and move forward quickly. 

Quick wins could include:

• Resolving longstanding bugs or inefficiencies
• Deploying simple automations that save time
• Making high-value decisions that have been stuck in limbo
• Adding tools or processes into the workflow that increase transparency, accountability and speed to deployment

Quick wins are all about establishing trust and proving efficacy. If you can deliver wins quickly, you secure more buy in. The more buy in you have, the bigger the swings you can take to deliver real, transformative change. 

Assess and Plan

Once you’ve done your reconnaissance and built some trust, it’s time to get analytical. Conduct a thorough assessment of your team, the in-flight projects, and the company’s readiness for change. This could include reviewing the engineering team’s strategic operating documents and identifying where leadership development might be needed.

If strategic initiatives are withering on the vine (or maybe you just don’t trust the in-house team to sort it out on time and on budget), you might also consider bringing on an external partner who specializes in rescuing floundering projects (psst — we know a guy).

Execute with Precision

By month three or four, you’ll be in execution mode. Focus on delivering measurable results while keeping communication channels wide open. At ENO8, transparency is one of our core values. No one enjoys the “black box” feeling too many software development projects have. We would caution a similar approach to your new role — lead with radical transparency. 

Lean into what works and admit when things aren’t working, because this further builds trust; it shows that you’re not blowing smoke to key stakeholders but rather telling them the truth. If they can trust that you’re truthful, then they’ll empower you further. 

Practical tips:

• Stick to your plan but remain adaptable
• Communicate progress (AND setbacks) to stakeholders regularly
• Celebrate early wins with your team and the wider organization

Manage Change Like a Pro

Change management is a make-or-break skill for any engineering VP (or really any technical leader). According to Gartner’s research, employees’ willingness to engage with change has declined in recent years due to “change fatigue.” 

Gartner’s Smith reinforced this point, advocating for co-creating change initiatives with your team and stakeholders: “Leaders want to contribute. Give them that chance and get the great insights from their past experiences.”

Build a Data-Driven Culture

Your first six months are a golden opportunity to establish a culture of accountability and learning. This includes leveraging data to drive decisions and measure impact. But don’t throw a mountain of KPIs at stakeholders — give them digestible information, organized well, and only what they really need to know to make informed decisions or assessments.

Steps to take:

• Identify KPIs that align with strategic business goals
• Retire outdated metrics that no longer serve a purpose
• Share stories of how your team’s efforts are driving meaningful outcomes

Don’t Be Afraid to Ask for Help

Sometimes, the best move you can make as a new leader is recognizing when you need outside expertise. Whether it’s bringing in consultants, upgrading vendor relationships, or partnering with an innovation studio, a fresh perspective can be invaluable.

At ENO8, we specialize in rescuing struggling projects and driving innovation that aligns with your company’s goals. If you’re facing challenges that seem insurmountable — whether because of budget constraints, lack of faith in your inherited team, blown timelines, whatever —  we can help you get back on track quickly and cost-effectively.

Ready to Make Your Mark as an Incoming Engineering VP?

Your first six months as an engineering VP at a new company are a whirlwind, but they’re also your chance to set the tone for your tenure. By focusing on preparation, quick wins, and relationship-building, you’ll not only deliver results but also earn the trust and respect of your team and peers.

If you’re looking for a partner to help you drive innovation and rescue struggling initiatives, ENO8 is here to help. If you think we could be of service, please don’t hesitate to give us a shout.