Principal Engineer Roles Framework

I came across an interesting article by Mai-Lan Tomsen Bukovec, AWS Vice President of Technology, about a framework for Principal Engineer roles. The framework originated from their observations of how Principal Engineers work at AWS, particularly in the S3 team. I’m summarizing it here for easier reference.

The Six Principal Engineer Roles #

The framework defines six distinct roles that Principal Engineers can play:

1. Sponsor #

A project/program lead spanning multiple teams. They drive project success by ensuring decisions are made and removing obstacles. Sponsors own all aspects of project delivery, including technical direction, product definition, and organizational alignment. They need to:

• Drive decision-making without necessarily making all decisions themselves
• Clear obstacles and unblock teams
• Own project outcomes and delivery
• Build organizational alignment

A Principal Engineer shouldn’t be a Sponsor for more than two projects simultaneously due to the role’s demands.

2. Guide #

Domain experts deeply involved in architecture who influence entire teams rather than individuals. They:

• Drive technical design through collaboration
• Produce exemplary artifacts (design docs, code) that demonstrate patterns
• Work through others to shape solutions
• Focus on technical direction while leaving project management to Sponsors

Unlike mentoring individuals, Guides influence entire teams’ approaches and patterns. They typically shouldn’t Guide more than two projects at once.

3. Catalyst #

Innovation drivers who get new ideas off the ground. They:

• Develop concepts through prototypes and documentation
• Drive discussions with senior decision makers
• Build buy-in across the organization
• Help transition projects from concept to execution

Catalysts aren’t just idea generators - they put in the work to make ideas real and viable. Once a project is catalyzed, they often step back or transition to other roles.

4. Tie Breaker #

Decision makers who resolve technical debates. They:

• Deeply understand all positions in a debate
• Make clear decisions and document rationale
• Help teams understand the “why” behind choices
• Know when to step in vs. let teams decide

This is a temporary role that ends once decisions are made. Tie Breakers must avoid becoming bottlenecks for all decisions.

5. Catcher #

Recovery specialists who get troubled projects back on track. They:

• Quickly analyze complex situations
• Make tough prioritization calls
• Drive pragmatic solutions under pressure
• Set new direction while maintaining team morale

The role ends once the project is stable. While valuable, Principal Engineers shouldn’t get stuck as permanent Catchers.

6. Participant #

Contributors without explicit leadership roles. Can be:

• Active: Hands-on coding, detailed design reviews, focused problem-solving
• Passive: Advisory input, occasional guidance, office hours

While participation is important, too much can prevent taking on more impactful roles.

Using the Framework #

The framework is an engagement model, not a job description. It helps:

• Principal Engineers plan how to work with teams for maximum impact
• Provides shared vocabulary between Principal Engineers, other engineers, and managers
• Helps identify when roles need to change
• Prevents Principal Engineers from getting stuck in particular roles (e.g., always being the Catcher)

A practical tip from the article is to color-code your calendar based on which role you’re playing in each time block. This helps analyze how you’re spending your time and whether adjustments are needed.

Signals and Anti-Entropy #

The framework helps detect signals about needed role changes. For example, if a team keeps asking a Participant to make decisions, they might need to step into a Tie Breaker role.

The author notes that without intentional thought, it’s easy for Principal Engineers to devolve into just Catchers and Participants in fast-paced environments. The framework provides structure to be more intentional about time and contribution.

Key Takeaways #

1. Principal Engineers can and should play different roles depending on the project needs
2. Not every project needs all roles
3. Roles can change as projects evolve
4. Being intentional about roles helps maximize Principal Engineer impact
5. The framework helps develop other engineers by clearly showing different leadership modes

This is a summary of “Principal Engineer Roles Framework” by Mai-Lan Tomsen Bukovec, published on LinkedIn on December 19, 2024.