The Tech Trek

In this episode of The Tech Trek, Amir sits down with Emily Long, the CEO and co-founder of Edera, a deep tech startup focused on secure infrastructure. Emily shares her unconventional journey from HR leadership into the world of high-performance computing, infrastructure, and cybersecurity. Together, they explore the realities of leading a technical startup as a non-engineer, the underestimated value of soft skills in building scalable companies, and how trust, learning, and risk-taking shape leadership at every stage.

💡 Key Takeaways:

Soft Skills Scale: Emily challenges the misconception that only hard skills matter in tech leadership, showing how people skills drive team performance and product success.

Learning is a Superpower: Her career evolution was fueled by an unapologetic hunger to learn and willingness to step into discomfort and uncertainty.

The CEO as Conductor: Emily views the CEO role as orchestrating harmony across functions—ensuring each part of the company plays in sync.

Technical ≠ Only Coders: Emily has gained deep technical understanding through proximity, curiosity, and respect—without being an engineer herself.

Redefining Career Paths: She encourages others, especially in HR or non-traditional roles, to question labels and stretch into new domains with courage.

⏱ Timestamped Highlights:

(00:00) Intro to Emily Long and her transition from HR to tech CEO

(00:42) What Edera does: security + infrastructure beneath the Linux kernel

(02:07) Early career: from public accounting to people operations

(03:38) Becoming a founder by learning what others didn’t want to do

(06:10) Why she said “yes” to being CEO — and the orchestra analogy

(09:36) Relationship with CTO and deep respect for engineering

(12:51) The business acumen of HR professionals is underappreciated

(14:22) Breaking the “not technical” stigma and respecting both skill sets

(20:14) Should founders always scale with the company? A nuanced view

(23:25) Would she have jumped into tech sooner? The safety-risk tradeoff

(25:45) Where to connect with Emily: LinkedIn and edera.dev

💬 Quote to Feature:

"Just because you can doesn't mean you should. You’ve got to ask yourself—am I bringing the right energy to the next stage?" – Emily Long

Arlene Watson, a product and engineering leader in the cybersecurity space with experience at CrowdStrike, ServiceNow, and Tenable, joins the show to unpack the critical challenges facing cybersecurity teams today. We dive into breach realities, the need for proactive defenses, how automation is reshaping security operations, and why AI is both a threat and an essential tool. If you’re building, managing, or securing software in today’s threat landscape, this episode is for you.

🔑 Key Takeaways:

Breaches are a daily reality – Most go unreported, but every breach should raise alarm bells because attackers may be setting the stage for larger, future infiltrations.

Automation is critical – Repetitive, manual tasks in cybersecurity can and should be automated to free up teams for higher-value, offensive strategies.

AI expands the threat and the solution – Generative AI introduces exponential risk, but it's also becoming a core component of advanced cyber defense strategies.

💬 Quote to Highlight:

"The moment someone says they know all the adversaries that will show up tomorrow, we know that’s not the fact. Our job is to chase the unknown and prepare for it." — Arlene Watson

⏱️ Timestamped Highlights:

00:00 – Intro to Arlene Watson and the state of cybersecurity today

00:33 – Why breaches are more common than we think

02:14 – Breaches must always raise alarm bells

05:26 – Understanding the hierarchy of high-value assets

08:23 – Automation trends in product engineering for cybersecurity

11:35 – Why cybersecurity budgets often lag behind priorities

15:04 – How AI is growing the cybersecurity attack surface

18:28 – Can AI help defend against adversarial AI?

21:22 – Prioritizing cybersecurity product development: foundation, automation, and integration

25:10 – Connect with Arlene via LinkedIn

In this episode, Amir sits down with David Marchick, Dean of the Kogod School of Business at American University, to explore how AI is transforming higher education. From early skepticism to full-scale integration, David shares how his faculty is embracing generative AI—not just as a tool, but as a cornerstone of future-ready learning. The conversation dives into what it means to prepare students for an AI-infused workplace, the ethical dilemmas that arise, and how this technology could either widen or bridge existing academic gaps.

🔑 Key Takeaways:

AI Integration Is No Longer Optional: David emphasizes that resisting AI is like banning calculators—students will use it, so schools must evolve to teach responsible and effective use.

Education Must Mirror the Workplace: From proofreading to prototyping, AI skills are becoming table stakes in modern careers. Schools must prepare students accordingly.

AI as an Equalizer—or Divider: While AI tutoring tools can democratize learning, lack of access at under-resourced schools could deepen educational inequality.

Faculty Need Retraining Too: Teachers are being retrained with help from industry to effectively embed AI into their disciplines—from finance to marketing.

🧠 Quote:

“You won’t be replaced by AI. But you could be replaced by someone who knows how to use AI.” — David Marchick

⏱️ Timestamped Highlights:

00:00 – Introduction to David Marchick and American University’s approach to AI in education

01:15 – Why early academic response was to ban AI—and why that’s changing

03:30 – Shifting from fear to experimentation: How the Kogod faculty embraced AI

06:45 – Balancing original student work with AI assistance

09:00 – Teaching students to question AI and use it responsibly

12:20 – Will AI adoption in education be fast or slow? Marchick predicts years, not decades

14:50 – AI exacerbating the education gap: The equity question

16:15 – Use case: How AI tutors are built and used in quantitative graduate programs

18:45 – Writing, equity, and how AI may lift weaker students without eliminating learning

20:45 – Broader career implications: How AI reshapes job boundaries and skillsets

22:30 – Marketing example: Cutting down design debates with generative tools

24:45 – How to learn more about Kogod’s AI curriculum and initiatives

In this episode, Amir sits down with Brent Keator, an expert advisor at Primary Venture Partners, to unpack one of the most debated engineering challenges: tech debt versus reengineering. They explore how to define tech debt, when to refactor versus rebuild, the ROI of revisiting old code, and how AI is (and isn't) changing the equation. This is a must-listen for engineering leaders navigating complex technical decisions in fast-moving environments.

🔑 Key Takeaways:

Tech debt isn't always bad—just misunderstood. Brent reframes it as part of the software evolution, often misjudged in hindsight with unrealistic expectations.

Refactoring isn't an all-or-nothing decision. Brent recommends carving out 30–40% of engineering time for tech debt if possible, and viewing it as iterative maintenance tied to business value.

Reengineering has a cost—evaluate wisely. Use the “better, faster, cheaper” test before replacing tools or platforms, and always account for hidden transition costs.

AI can help but won’t eliminate tech debt. While AI improves productivity, Brent argues it doesn’t change the underlying truth: software is disposable, and architecture still needs discipline.

⏱️ Timestamped Highlights:

00:00 – Intro to Brent Keator and the episode focus: tech debt vs reengineering

01:01 – Defining tech debt across code, products, and organizational habits

02:53 – When reengineering tools goes too far or solves the wrong problem

04:35 – The stigma of tech debt and how to rethink it

08:55 – The cost of revisiting old code and the ROI on fixing the past

11:12 – Why tech debt in engineering is fundamentally different than other domains

12:44 – When to rebuild, how to evaluate tool replacements, and the abstraction advantage

16:23 – Vetting open-source solutions: cost, support, and security risks

18:36 – The emerging role of AI in engineering and why trust and testing still matter

23:20 – Will AI help solve tech debt? Brent’s take on the future of disposable code

24:46 – How to connect with Brent and final thoughts

💬 Quote of the Episode:

“What we write today is going to be gone tomorrow. Whether AI helps or not, we need to get comfortable with that.” – Brent Keator

In this episode, Amir Bormand sits down with Andy White, CEO of ClosingLock, to talk through his journey from PhD engineer to startup founder. Andy shares the aha moment that launched ClosingLock, a cybersecurity-focused platform protecting real estate transactions, and offers a transparent look at the early struggles of building trust in a skeptical industry. From pitching title companies with Chick-fil-A to learning an entirely new domain from scratch, this is a story about execution, humility, and listening harder than you pitch.

📌 Key Takeaways:

Execution > Ideas: Success came not from having a unique idea, but from executing better than competitors who had millions in funding.

Talk It Out: Andy credits customer conversations—and even explaining problems to a rubber duck—with clarifying and improving his product thinking.

In-Person Matters: Showing up with lunch and listening in-person proved essential in building trust with skeptical title companies.

Start Simple, Iterate Fast: ClosingLock launched with just one feature: securely sharing wiring instructions. Growth came by solving one problem at a time, then listening for the next one.

⏱️ Timestamped Highlights:

[02:10] – Why a PhD wasn’t all that helpful in building a startup.

[04:46] – Andy’s first “startup”—selling mazes in 2nd grade.

[07:20] – The lightbulb moment: real estate wire fraud almost hits home.

[11:15] – It’s not the idea—it’s the execution that matters.

[16:46] – The “rubber duck method” for solving complex problems.

[19:27] – Selling to skeptics: convincing title companies to try something new.

[21:17] – Why email, fax, and phone still dominate real estate—and why that’s a problem.

[25:49] – Would Andy build the same way post-pandemic? (Yes.)

[28:03] – Avoiding the trap of planning too far ahead.

💬 Quote:

"Ideas are cheap. Execution is everything. Everyone saw the problem—very few stuck around to solve it better."

In this episode of The Tech Trek, Amir Bormand talks with Jason Wells, Head of Engineering at BrowserBase, about building a high-performance culture rooted in trust, emotional intelligence, and psychological safety. Jason shares how his unconventional path—including a six-year break from tech—helped shape a management philosophy that puts human connection at the center of engineering leadership. From dismantling blame culture to fostering self-compassion and authentic feedback loops, Jason offers a powerful framework for anyone looking to lead modern tech teams more intentionally.

💬 Quote:

“The best engineering is done by people who love their jobs. If you want the best output, you need a culture that makes people feel safe, trusted, and empowered.” — Jason Wells

🔑 Key Takeaways:

Trust is the foundation: Jason outlines how “boldly daring to trust” creates psychological safety—key to collaboration, innovation, and long-term performance.

Blameless culture matters: Mistakes should be opportunities for learning, not shame. This leads to more ownership and less deflection in engineering teams.

Emotional intelligence is a multiplier: Jason shares how his six-year break from tech helped him level up his emotional toolkit—skills he now actively brings into management.

Every engineer is unique: One-size-fits-all management doesn’t work. Jason emphasizes individualized leadership rooted in curiosity, vulnerability, and compassion.

🕒 Timestamped Highlights:

00:00 – Intro & Jason’s background

02:43 – What makes a great engineering culture

04:40 – Why trust and psychological safety are non-negotiable

06:59 – How BrowserBase screens for cultural alignment

10:46 – Building an ideal environment from scratch

12:27 – Jason’s early start: Atari, Oracle, and startups

17:00 – Transition into management and leadership philosophy

20:00 – Leaving tech for six years: self-actualization and purpose

24:00 – Learning emotional intelligence and conflict resolution

28:19 – Creating safe space for engineers with high expectations

31:38 – Preventing burnout while maintaining performance

33:38 – Leadership means knowing your people

In this episode, Amir Bormand sits down with Kieran Furlong, CEO and co-founder of Realta Fusion, to explore the unique path of a deep tech startup spun out of a university lab. They discuss building a fusion energy company, navigating complex stakeholder relationships with universities and government agencies, and keeping long-term mission-driven teams aligned. From licensing technology to managing a decade-long development cycle, this conversation reveals how Realta Fusion is working to change the world’s energy future.

🔑 Key Takeaways:

Deep tech startups require a different VC playbook: Realta Fusion operates on a decade-long roadmap that demands alignment with investors willing to play the long game.

University spinouts bring both opportunity and friction: Leveraging academic research can be powerful but navigating bureaucracy and IP licensing adds layers of complexity.

Mission-driven leadership is essential: With long timelines and uncertain outcomes, Kieran keeps his team focused through a relentless reminder of their shared purpose—commercial fusion energy.

Energy abundance as a global equalizer: Fusion isn’t just a tech challenge—it’s a moral imperative to bring energy equity to the planet’s future 10 billion people.

🕒 Timestamped Highlights:

00:25 – Intro to Kieran Furlong and Realta Fusion's mission

01:35 – Why Realta is a venture capital outlier: long timelines and deep capital

03:46 – Spinning out of the University of Wisconsin and working with federal energy programs

05:55 – Startup vs university culture clashes and how to navigate them

08:07 – The race to meet fusion milestones by 2035

11:53 – Diplomacy in energy: balancing federal, academic, and private sector dynamics

14:53 – The global case for fusion: climate, equity, and energy abundance

16:05 – How to lead scientists toward a commercial goal without losing curiosity

18:29 – Licensing tech the right way: aligning incentives for long-term success

21:00 – Where to follow Realta Fusion and get involved

💬 Quote:

“You still want the creativity and curiosity of scientists—but you need to keep one eye on the destination: commercial fusion energy.” – Kieran Furlong

In this episode of The Tech Trek, Amir sits down with Clark Downum, CTO at Redox, to unpack the deeper dynamics between engineering, product, and business stakeholders. From tech debt and project delays to culture, communication gaps, and delivery trade-offs—this conversation is a candid exploration of how technical teams can drive impact without getting stuck in process perfection.

Whether you're a tech leader or aspiring one, this episode offers a fresh lens on ownership, expectation-setting, and delivering what really matters.

🔑 Key Takeaways:

The cost of tuning out business context: Engineers often rush to solution-mode too early—Clark stresses the need for active listening before architecting.

Tech debt is not a dirty word: Clark challenges traditional thinking—some tech debt is strategic, and discussing it in business terms builds clarity.

Product owners need more support: Agile isn't just about shifting scope; engineering teams should help product leaders clarify and prioritize based on impact.

Delivery ≠ Impact: Shipping on time is not enough. Clark urges teams to elevate conversations toward value, trade-offs, and business impact over output.

⏱️ Timestamped Highlights:

00:48 – What Redox does and the scale of its data exchange operations

02:00 – Onboarding engineers in a complex healthcare ecosystem

03:55 – Why stakeholders often only ask about engineering when things go wrong

07:24 – Do engineers stop listening when they start solutioning too early?

10:20 – Rethinking tech debt: What the business doesn’t know actually helps

13:46 – Can we train engineers to prioritize “getting it done” over “doing it right”?

17:36 – Agile as a response to imperfect plans, not bad estimates

20:53 – Why scope, time, and quality are business trade-offs, not just engineering ones

22:22 – "The burden is on engineering"—and why that might be the right mindset

24:52 – Final thoughts on collaboration, failure, and owning outcomes

💬 Quote of the Episode:

“Don’t just ask, ‘Is this hard?’ Ask, ‘How hard should I work to make this easy?’ That’s where true collaboration starts.” – Clark Downham

In this episode of The Tech Trek, Daniel Whatley, co-founder and technical lead at Vividly, shares his journey launching a startup while still a student at MIT. From managing college life during COVID to navigating the CPG industry's digital transformation, Daniel reflects on what it meant to be the youngest in the room, how he grew into executive leadership, and what he wishes he’d known before co-founding a company. A candid look at growth, grit, and the impact of youth in a traditional space.

🔑 Key Takeaways:

Startups in school are possible: Daniel co-founded Vividly while at MIT, proving early-stage entrepreneurship can thrive during college years—even amid COVID.

Tech-first in a non-tech industry: He leveraged his technical expertise to modernize trade spend management in consumer packaged goods.

Being the youngest has its perks: Despite age differences, deep domain knowledge can earn respect and create opportunity.

Hard lessons in leadership: Managing older employees taught Daniel resilience and the importance of learning on the job.

💬 Memorable Quote:

“Don’t give up. If something feels hard, remember you’ve solved a million problems before—this is just the million-and-first.” – Daniel Watley

⏱ Timestamped Highlights:

00:23 – 01:30 — Intro to Daniel and Vividly’s mission in CPG optimization

03:39 – 05:18 — Launching a company as a student and the power of momentum

06:27 – 08:13 — Choosing a startup over corporate offers post-graduation

08:17 – 09:39 — Origin of the business idea from family connections

10:20 – 12:18 — How COVID created unexpected demand for their product

12:35 – 15:14 — Being the youngest in the room and embracing your technical edge

15:17 – 17:57 — What’s changed: scaling, hiring, and engineering maturity

18:32 – 21:34 — Learning management fast: handling tough dynamics with older team members

21:53 – 24:11 — Daniel’s advice to aspiring founders still in school

25:07 – 26:21 — Would he take the job if he could do it again? No regrets

26:21 – 27:32 — Final thoughts and how to connect with Daniel

In this episode of The Tech Trek, Amir is joined by Jonathan Myron, VP of Engineering at Healthie, to dive into what it really takes to lead engineering teams inside startups. From aligning with founders' visions to building engineering cultures that thrive on autonomy and creativity, Jonathan shares hard-won lessons for engineers stepping into leadership. Whether you're building early-stage or scaling through growth, this episode delivers practical insights on driving value, developing team culture, and shaping your career path.

🔑 Key Takeaways:

Start with empathy for the founder’s vision. Engineering leaders must deeply understand why a company was started to effectively implement and scale that vision.

Leadership is a behavior, not a title. Taking ownership, solving problems, and filling gaps earns trust and influence, especially in startup environments.

Engineering culture thrives on transparency and purpose. Aligning product goals with team values keeps engineers motivated and connected to impact.

Metrics are a story, not a scoreboard. Use developer experience surveys and team feedback—not just velocity or failure rate—to shape team performance meaningfully.

⏱ Timestamped Highlights:

00:00 – Intro to Jonathan and the theme: working with founders in startups

01:48 – Why understanding the founder’s origin story matters for engineering leadership

03:00 – Sussing out alignment during interviews with startup founders

04:15 – Translating founder vision into engineering execution and culture

05:19 – The role of metrics and surveys (like Westrom) in measuring alignment and team health

06:49 – Why engineering is both a scientific and creative pursuit

08:26 – Bridging founder imprint and engineering culture with empathy and clarity

09:53 – Common traits of successful founders and how engineers can support them

11:58 – Driving value by solving problems without waiting for instruction

13:25 – Advice: “Put aside ego. Real leaders don't need titles.”

15:08 – Thriving in ambiguous, high-impact startup environments

16:54 – How to reach Jonathan on LinkedIn for career advice

💬 Standout Quote:

“Leadership is when somebody is a leader, everybody knows it—and you don't need a title for that.” – Jonathan Myron