Anıl Anar
Frontend lead, becoming a generalist.
I work on difficult technical problems, help other engineers grow, and increasingly spend my time directing coding agents.
I think a lot about how teams get work done. What slows us down, how we make decisions, and whether we’re solving the right problem in the first place.
What I keep coming back to
Communication friction. Unnecessary complexity. Decisions made from surface-level signals without understanding the root cause. These are the things that tend to bother me.
I care about being willing to change direction when an approach no longer makes sense, even after putting a lot of work into it. Past effort can make a decision feel harder than it needs to be.
I want a clear strategy and short cycles of trying things, learning, and adjusting. That’s what I’m thinking about when I talk about team productivity.
These days
As a frontend lead, I’m involved in hiring, staffing and technical decisions. I also do 1:1s, mentoring, coaching and onboarding. Problems that need a lot of discovery and quick decisions often find their way to me.
Recently, I’ve been co-leading work that connects engineering, marketing and measurement. I’m also encouraging frontend developers to become full-stack generalists, with coding agents handling more of the implementation.
I’m making that shift myself. I supervise agents and focus on the important decisions, while staying responsible for what gets delivered. I’m still figuring out what works.