Michael Gray

@mikegraycodes.bsky.social

Principal Engineer at @clear_bank | Systems Thinking | DDD | Genuinely curious

Remember that feeling as a junior dev learning the ropes and wondering what’s possible? Best feeling you have in your career IMO. I never thought I’d have that feeling again, but Claude, LLMs, are giving me that feeling again, and it’s exciting. I’m wondering what’s possible all over again.

GenAI is a lot like an organisation with low psychological safety. It will try its best to please you, it won’t challenge you, and when I can’t please you with the truth it will make something up that’s untrue just to satisfy your demands . Yes I am on a train with too much time in my hands.

“Vibe coding”… Phrases like this just make me want to get out of tech. My god. A bit dramatic, I know, but, I don’t love the direction our industry is headed at the moment. Short-termism in full effect. It’s going to be an interesting few years, that’s for sure.

Just spent way too long on the phone with EE renewing broadband. The classic story: new customer deals vs. renewal pricing games. But what really stood out? How long it took them to even find my account. Turns out, I’m on their “legacy” system, it took a good 30 minutes of my time.

Psychological safety is NOT about lack of disagreement. Psychological safety REQUIRES: * disagreement and debate * setting standards for behavior and performance, and enforcing them * telling people things they don't want to hear * courage, from the bottom up * humility, from the top down

Matheus Lima@terriblesoftware.org · last yr.

Controversial take: teams that never argue are often the most dysfunctional ones. Here's why your team should be fighting more. terriblesoftware.org/2025/03/12/w...

“Indeed, AI remains only as good as the data on which it was trained, and the increasing volume of data on the internet being generated by AI risks making it less, not more, reliable.” - and here lies the fundamental flaw with gen AI.

One of my former colleagues asked how important it is for staff/principal engineers to be tech agnostic. My opinion is we should be and largely already are. The real value is understanding fundamentals, they translate to any technology.

Psychological safety is at an all-time low in organisations, largely driven by a macroeconomic climate resulting in a challenging job market. When people are more focused on keeping their jobs than challenging the status quo, innovation and continuous improvement become significantly harder.

My QCon talk is available now for those folks who are interested. Really, it’s a talk about how we’ve optimised for flow over the years, from how we’re organised and interact, to how we make architectural decisions at scale - bit.ly/4fDFXS4

The Journey of ClearBank From Start-Up To Scale-Up

Michael Gray discusses how ClearBank has balanced autonomy and process in its engineering teams who faced increased demands due to departmental expansion and a complex regulatory environment.

bit.ly