In April, I was given a chance that truly excited me: stepping in as the interim Director of Platform while my manager went on maternity leave. It wasn’t just a temporary assignment, to me: it was my first real taste of what it means to operate at the director level.

I’m the kind of person who never turns down a chance to grow. My whole career has been a steady climb up the ladder, and since becoming a senior engineering manager, I’ve been focused on the next step: director. I’ve immersed myself in mentorships, books, and blogs, doing the work to prepare. So when this opportunity came up, I jumped in headfirst.

My manager set me up for success, giving me the right tools, context, and a thoughtful handoff. We actually started a transition plan two months before her leave. We aligned on expectations and identified areas that needed more of my attention. She began soft-launching me into the role by adding me to leadership meetings so I could observe the dynamics. She also gave me the chance to take the lead on some matters while she was still around to support and give feedback. By the time she left, it felt like I had already been in the role for a while.. I knew I had a lot to learn, but I was ready.

On second thought…

Let’s say I got humbled pretty quickly.

Within the first few weeks, I hit two emotionally charged situations. One of them stemmed from a communication I shared with the engineering org—something standard in my mind—that ended up stirring some feelings. That was an immediate wake-up call. I learned that communication at the director level isn’t just about being transparent and well-intentioned. It’s about being clear, emotionally attuned, and strategic. Communication isn’t linear anymore: it flows up, down, sideways, and in loops. It requires anticipating how different groups might react, and proactively addressing those perspectives in the message itself so that alignment and clarity aren’t left to chance.

I also thought I understood what it meant to change altitude. I didn’t. No book, no prep work, no mentoring could have prepared me for what it feels like to make that leap. I went from managing a planet (my team) to managing a solar system (a domain). There were more fires to attend, fewer moments of instant gratification, and more emotional complexity. At this magnitude, it’s impossible to keep everyone happy. But I also learned that’s not the job.

So, what is the job?

The job is to translate strategy into execution, support and coach your managers, delegate effectively, and create healthy feedback loops. It’s defining the horizon, clearing the path, and trusting your managers to drive the journey.

Not all of this was new to me. As a manager, I was already supporting and coaching my ICs, delegating effectively, and building healthy feedback loops. But I was still close to the projects themselves, able to stay hands-on. At the director level, that shift was challenging to me. I love executing, having a few projects at a time for myself, and finishing things. One of the hardest lessons was learning to stop raising my hand for every side project. My focus had to shift to sensing the org, understanding the business, and carving out time for visionary thinking. That’s where leadership at this level lives.

Being in this role felt way different than what I anticipated. There were more lows than expected, and there were fewer highs. But the highs were higher. It’s a distinct sense of achievement, maybe because the impact ripples wider. In the middle of this rollercoaster of emotions, there was a moment when I looked around and realized: The org is moving forward. The teams are functioning. I didn’t mess this up. That feeling? Worth everything.

TL;DR: It’s a rollercoaster, but it’s worth it

This experience made me a better leader, peer, and person. It gave me insight that no book or blog could deliver. And even if I decide not to pursue the director path long-term, I’m walking away as a stronger and clearer manager.

To anyone considering stepping into a director role for the first time: You will stumble, and that’s okay. You can’t learn this role without being in it. Lean on your peers. Embrace the discomfort. Be proud you said yes.

I’m incredibly grateful to Honeycomb for making space for opportunities like this, and to my manager for trusting me to take the wheel. Saying yes to this was one of the best decisions I’ve made in my career. More than anything, it reminded me that real growth doesn’t come from being fully prepared. It comes from stepping into the unknown, stumbling a little, and discovering that you can rise to meet the challenge.