When you step into a new leadership role, do you prefer to build a team from the ground up—or inherit one that already exists? Ashwin Baskaran, VP of Engineering at Mercury, joins the show to unpack what really changes between these two scenarios—and what stays the same. From managing team dynamics to molding culture and earning trust in the first 90 days, Ashwin shares practical frameworks every engineering leader can apply. Key Takeaways • Building and inheriting share more similarities than most leaders realize—the principles of empathy, awareness, and low ego are universal. • When inheriting a team, awareness is your first superpower. Learn the organization before making moves. • Building from scratch gives freedom, but also more ways to make mistakes if you over-index on hiring people who think like you. • The best leaders telegraph intent early and seek alignment through action, not reassurance. • Feedback should be about context and priorities, not personal validation—it builds credibility and trust faster. Timestamped Highlights 00:45 — The hidden overlap between building and inheriting a team 03:25 — Why self-awareness and low ego are critical when replacing a leader 06:51 — How “building” can lead to blind spots if you hire for similarity 11:38 — Finding alignment between company values and your leadership style 15:25 — How to read the room and earn feedback in your first 90 days 21:47 — What to look for when interviewing for a role where you’ll inherit a team A Line That Stuck “You want to find a problem that the team and company care about—and solve it in a way that feels aligned with their values.” Call to Action If this conversation helps you think differently about leadership transitions, share it with someone who’s stepping into a new role. Subscribe to The Tech Trek for more conversations that bridge technical leadership with real-world growth.
