Leadership is not a position. It is a practice.
I give you one motion to try. And I explain why the motion works.
I’ve spent 20 years at the intersection of engineering and leadership. I write Leadership as a Verb — a weekly newsletter and a book in progress. Not frameworks. Not tips. Honest thinking about AI, power, and what responsible leadership looks like when the answer is inconvenient.
I stopped pretending seniority equals certainty.
I have spent 20 years at the intersection of complex code and even more complex human dynamics. I’ve seen what happens when technology outpaces empathy. It breaks spirits. And I have been inside enough rooms where the map was kept at the top and the people closest to the problem were not invited to navigate.
“Shared leadership is not idealism. It is what works.”
That experience is what I write about in Leadership as a Verb — a newsletter and a book in progress. Not frameworks. Not templates. Honest thinking about AI, power, economics, and what we are building into systems our children will inherit.
I am based in the UK. I write for tech leaders, CTOs, and founders globally. And I use AI every day — not to move faster, but to question harder.
The book is being written in public. Paid subscribers get chapters first, as they form. Every Tuesday a free essay arrives. No algorithms. Just thinking.
Join 1,400+ readers →Readers in 40+ countries. The problems are the same. The context is different. That difference matters.
The thinking behind the work.
Not how to use AI tools. Not leadership frameworks. The harder questions that most people in tech are carrying privately and haven’t found language for yet.
What we are trading away when we optimise for engagement over understanding. Who benefits from people believing that thinking for themselves is inefficient. What responsible technical leadership looks like when the answer to those questions is inconvenient.
Read: You Do Not Need to Know How It WorksHow technology companies structure power. How the velocity trap catches good leaders. The gap between the face a CEO shows at a keynote and the person who actually runs the room. The real cost of disruption — and who pays it.
Read: How Tech Culture Broke LeadershipWhat tech leaders are building into systems Gen Z will inherit. What it means to be a steward of technology rather than just its user. Your children will ask what you did when you had the power to choose differently.
Read the weekly essayTrusted by tech leaders across Europe and the US.
A selection from readers and leaders over 20 years.
“Working with Diamantino transformed how our engineering team operates. As CEO, I needed someone who could bridge the gap between technical execution and business strategy — and Diamantino delivered. His ability to align engineering goals with our company’s vision was instrumental in scaling our product. A rare combination of technical depth and strategic foresight.”
“Diamantino is the kind of advisor every Engineering Director dreams of having. He helped us reduce technical debt and foster a culture of innovation — all while keeping our team motivated. His insights into scaling engineering organisations are spot-on.”
“Working with Diamantino was a game-changer for my career. He didn’t just review my resume — he helped me reframe my entire professional story. Thanks to his guidance, I landed my dream role in cloud engineering.”
“He challenged me to think critically and approach problems with confidence. His ability to break down complex topics into actionable steps is unmatched.”
“Tino is deeply knowledgeable about the domain while granting great autonomy to his engineers. He champions the development of his team members.”
“Amazing mentor, very patient, knowledgeable and experienced. I’ve worked with many mentors, but Diamantino stands out for his ability to balance technical rigour with empathy.”
“His dedication to staying updated with industry trends and sharing insights has been inspiring. Highly recommended.”