Chris Angove
Product Area Tech Lead Senior Engineering Manager @Spotify
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WORK HISTORY
Product Area Tech Lead Senior Engineering Manager @Spotify
New York, NY, US
I currently head up technology for our Content Provider Solutions product area focused on ensuring content providers can deliver their content with high quality metadata that powers the audio experiences on Spotify. I am responsible for technology decisions, delivery, organizational design, holistic strategy, development of the engineers and leaders on the team. In this role I have grown the product area from 1 squad to 4 squads, launched a platform to empower content providers to deliver high quality metadata and supported the engineering managers and leaders in my teams through this evolution. In addition to my role I have had impact by- Created and grew a product area focused on enriching the data about and connections within the content catalog platform- Launched a complex rights clearance system for the millions of tracks on the system to ensure proper licensing - Led a team to deliver a new analytics portal for artists quickly that led to formation of the Spotify for Artists platform - Created the Spotify Fellowship program (https://fellowship.spotify.com/) focused on developers just entering the professional tech environment from a diverse set of backgrounds which has now expanded beyond an experiment to programs in our New York, London and Stockholm offices- Developed Spotify\'s Career Development program (https://labs.spotify.com/2016/02/08/technical-career-path/) centered around the idea that there is not just one linear path to development - Bootstrapped a Diversity and Inclusion working group to ensure that everyone is setup for success on our team
EDUCATION
University of Michigan
BS, Computer Science
University of Michigan
Bachelor of Science (B.S.), Computer Science
ABOUT CHRIS ANGOVE
I focus on both people and technology as these are the building blocks to great teams and great teams build great products. It’s not about delivering one solution, it’s about consistent and frequent delivery of high quality products to our users. To be effective teams need the room to be creative, adapt to challenges and focus on solving problems. My role is to help mentor, create an inclusive environment, find opportunities for the people on my team, grow leaders and develop engineers that can work as a part of complex teams. Through this servant leadership I have built and guided small agile teams to focus on specific projects, long lived teams focused on different markets as well as large growing teams exploring new opportunities. I partner with product and use technology to open up new capabilities that drive our strategic thinking and work with development teams to implement best practices and good architecture design. I also believe that effective teams are partnerships between technology, product and design and work to inspire this idea in others as well. By building trust across the organization, diverse opinions and healthy debates are encouraged. This pushes teams to experiment, learn and build great products. As individuals we are empowered to develop new skills, challenge ourselves in new ways and become leaders in unique ways. Encouraging this diverse growth as well as diverse opinions is what makes good teams great. I find that surrounding myself with people that challenge me in both ideas as well as their expectations of me drives my personal development. Through my experiences as engineering manager, director and leader I have been a part of launching new product areas within my organizations and helped shape the strategic direction.
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