Mythbusting: Are introverts better programmers?

Mythbusting: Are introverts better programmers?

Entrepreneurship, Outsourced Engineering Team

Written by: Scio Team 
Software developer focused on coding, representing the stereotype of the solitary programmer

Stereotypes shape how many people think about software development. For decades, the image of the solitary coder, immersed in complex problems and preferring limited interaction, has influenced how the profession is described and sometimes even how teams are built. But does personality really predict engineering performance? And is the stereotype of the “introverted programmer” still relevant in an industry defined by collaboration, distributed work, and sophisticated product cycles?

For engineering leaders and CTOs, this question matters. Building high-performing teams requires more than technical talent. It demands communication, empathy, clarity, shared context, and strategic alignment, especially in hybrid and remote environments. Understanding how personality influences—not dictates—engineering work helps leaders structure teams more intelligently.

This article breaks down the myth, examines current research, and offers a clearer, evidence-based picture of what personality traits truly matter in modern software development.

Understanding Where the Stereotype Came From

The idea of profiling people into fixed personality groups is much older than modern psychology. Early frameworks, such as the ancient “Temperament Theory,” attempted to categorize humans into rigid clusters based on emotion and behavior. Over time, these simplistic models evolved into more structured tools, like the Myers-Briggs Type Indicator (MBTI), which remains popular in workplaces despite its limitations. The MBTI doesn’t measure skill or capability. Instead, it highlights preferences—how individuals gather information, make decisions, and interact with the world. Yet it is often mistakenly used to predict compatibility with certain professions. In engineering, this misuse fueled the stereotype that only “introverted” types excel at deep, logical, detail-oriented tasks. This assumption was reinforced by early programming environments, which were more isolated, less collaborative, and more focused on individual problem-solving. Programming in the 70s, 80s, and even 90s involved long stretches of solo work, limited cross-functional communication, and tightly siloed roles. It wasn’t unusual for developers to be separated from product planning, user research, or customer feedback. Under those conditions, people with introspective or independent working preferences may have appeared more suited to the craft. But today’s engineering realities are dramatically different. Modern software development relies on Agile practices, continuous delivery, collective code ownership, and cross-functional collaboration. Developers pair program, participate in sprint ceremonies, break down complex goals, communicate with product managers and UX teams, and collaborate with nearshore or offshore partners. Engineering has become a team sport. Because of this, personality alone can’t predict effectiveness. The emotional intelligence to communicate asynchronously, the clarity to document work, the empathy to understand user needs, and the ability to collaborate across cultures matter as much as technical proficiency. The stereotype persists because it’s simple, familiar, and culturally reinforced. But it no longer reflects how engineering teams operate. Leaders must instead focus on cognitive traits, working styles, and communication skills that map directly to performance in modern software environments.
Software engineers working quietly in a shared workspace, representing focused collaboration rather than social withdrawal
Introversion reflects how people recharge energy — not their ability to collaborate, communicate, or perform in engineering teams.

What “Introversion” Actually Means

Much of the misunderstanding comes from confusing introversion with social withdrawal. Modern personality research defines introversion and extraversion based on energy orientation—not sociability. Introverts gain energy from reflection and focused thinking, while extraverts gain energy from interaction and external stimulation. Neither trait is inherently better for programming. The MBTI framework examines four dimensions:
  • Extraversion (E) vs. Introversion (I)
  • Sensing (S) vs. Intuition (N)
  • Thinking (T) vs. Feeling (F)
  • Judging (J) vs. Perceiving (P)
Engineering roles often attract people with a Thinking (T) preference. These individuals lean toward analytical problem-solving, logical consistency, and objective decision-making. But Thinking vs. Feeling is not about emotional capacity. It simply reflects a preferred mode of evaluation. This nuance is essential. Many software engineers who identify as introverted are, in fact, capable communicators. They form strong bonds with colleagues, participate actively in planning sessions, and serve as empathetic mentors. They simply prefer depth over frequency in social interactions. Likewise, many engineers with extraversion preferences bring tremendous value through cross-team coordination, rapid feedback loops, and user-focused collaboration. When evaluating the “introverted programmer” myth, the important question is not whether someone leans inward or outward socially. The real question is whether their cognitive preferences support problem-solving, abstraction, pattern recognition, and clear communication—all crucial for engineering success. MBTI research suggests both introverts and extraverts can excel in deep technical work. Introverts may find flow states more naturally, while extraverts may excel in co-creation, rapid discussion, and alignment. Teams benefit from both styles. The stereotype falls apart because it assumes coding is primarily a solitary pursuit rather than a collaborative discipline. In reality, modern engineering teams thrive on balanced communication, healthy interaction rhythms, and shared reasoning.

Do Personality Types Predict Better Programmers?

While personality preferences influence comfort and working style, no credible research supports the claim that introverts are inherently better programmers. Instead, studies show that high-performing engineers share traits across the cognitive and interpersonal spectrum:
  • Strong analytical reasoning
  • Attention to detail
  • Pattern recognition
  • Ability to communicate clearly
  • Capacity for deep focus
  • Openness to feedback
  • Consistency in problem-solving
These traits can exist in any personality type. What MBTI data reveals is that many developers lean toward the Thinking (T) preference. They value logic, objectivity, and structured reasoning—important qualities for debugging, architecture, and algorithmic design. But this does not imply a lack of emotional intelligence or communication skills. It simply means their first instinct is analysis before emotion. One widely cited article on the topic explains that developers often seek logical consistency in decisions, while others may make decisions based on empathy or interpersonal alignment. Both approaches are valid. In engineering, the balance between technical reasoning and user-centric thinking is crucial. Teams composed solely of one preference risk missing context or oversimplifying user needs. When we zoom out, the data suggests a different framing entirely: effective developers are “thinking-driven,” not “introvert-driven.” The myth confuses the two. Coding is less about avoiding people and more about navigating complex systems of logic, tradeoffs, and abstractions. This has practical implications for engineering leaders. Hiring based on stereotypes limits team diversity and reduces problem-solving range. Encouraging a variety of cognitive styles strengthens teams, reduces blind spots, and improves cross-domain collaboration. Whether someone is introverted or extraverted tells you almost nothing about their capability to design robust systems, debug complex failures, collaborate in standups, or interpret user feedback. What matters is their reasoning, communication habits, and willingness to adapt.

Comparative Module: Personality Traits That Support Programming

Personality Dimension Misconception Reality in Engineering
Introversion “Avoids people, prefers isolation.” Deep work comes naturally, but collaboration remains strong.
Extraversion “Too social for programming.” Thrives in discussion-heavy roles like product, leadership, or paired coding.
Thinking “Emotionally detached.” Objective, structured reasoning aids technical decisions.
Feeling “Not suited for technical work.” User empathy strengthens design, UX, and product alignment.
Software engineering team collaborating around laptops during planning and technical discussion
Today’s engineering teams succeed through communication, shared context, and collaboration — not personality stereotypes.

What Modern Engineering Really Requires

Software development today extends far beyond writing code. It requires communication across roles, disciplines, and even continents. Distributed teams, nearshore collaboration, remote sprints, and continuous delivery demand clear language, shared understanding, and reliable alignment. In this environment, the stereotype of the isolated, introverted developer becomes not only incorrect but limiting. Engineering teams now rely on:
  • Effective async communication
  • Clear documentation
  • Pair programming
  • Cross-functional planning
  • Code reviews with empathetic feedback
  • Remote collaboration tools
  • Cultural awareness
These skills depend on personality-agnostic traits: discipline, clarity, respect, responsiveness, and the ability to provide context. None of these are exclusive to introverts or extraverts. The rise of Agile practices also redefined the role. Developers are expected to contribute to product conversations, dialogue with QA, understand user needs, and collaborate with design teams. They operate inside broader systems where communication is as critical as logic. The shift to remote work amplifies this. Engineers must express ideas clearly without relying on in-person cues. Collaboration happens across time zones and cultural contexts—precisely where nearshore teams excel due to alignment in work hours and communication styles. This is why modern engineering organizations benefit from diverse cognitive and social profiles. Some developers drive deep technical breakthroughs. Others support coordination or cross-team alignment. Some excel at mentoring. Some bring strong user empathy. High-performing teams blend these strengths into a cohesive whole. This is the model Scio embraces. As a nearshore partner, Scio recognizes that great engineering is not defined by personality type but by the combination of technical reasoning, communication, and human connection. Scio’s teams thrive in collaborative environments that value high performance and ease of partnership.
Thoughtful software developer analyzing problems and system logic while working on a laptop
Strong programmers are defined by how they think — through logic, abstraction, and systems reasoning — not by introversion or extraversion.

The Modern Interpretation: Not Introverted Programmers, but Thinking Programmers

The myth of the “introverted programmer” survives because old narratives are easy to repeat. But modern engineering realities demand a more accurate interpretation. Instead of viewing programmers as introverted, it is more accurate to view them as “thinking-oriented,” meaning they engage with problems through logic, abstraction, and systems reasoning. These traits do not belong to introverts alone. Extraverts can be highly analytical. Introverts can be highly emotionally intelligent. People rarely fit neatly into fixed categories, especially in creative technical fields. What matters is the balance of traits on the team. For example:
  • A developer strong in deep focus accelerates complex tasks.
  • A developer strong in communication clarifies requirements.
  • A developer strong in empathy improves user experience.
  • A developer strong in collaboration strengthens team alignment.
  • Diverse strengths make engineering more resilient.
The shift toward remote and hybrid work further highlights the need for interpersonal growth. Modern developers must navigate asynchronous communication, documentation, distributed decision-making, and cross-cultural teamwork. These skills do not depend on introversion or extraversion. They depend on awareness, intention, and practice. The outdated stereotype becomes even less relevant when you consider the roles developers take on today—solution designers, system thinkers, domain experts, collaborators, and decision-makers. These responsibilities require the ability to move fluidly between deep work and social alignment. Engineering leaders benefit from discarding personality stereotypes altogether. Instead, they can hire and develop for traits that matter: clarity, curiosity, discipline, reasoning, adaptability, and communication. Great programmers are not great because they avoid people. They are great because they think well and communicate clearly. The best engineering partners, especially nearshore teams that integrate deeply with U.S. organizations, succeed because they combine technical excellence with human connection.

FAQ: Personality and Collaboration in Modern Software Engineering

  • No. Both introverts and extraverts can excel at programming. Cognitive traits such as analytical thinking, focus, and logical reasoning matter far more than social temperament.

  • Not reliably. Problem-solving skills, communication habits, and the ability to collaborate have a much stronger impact on long-term performance and team success than basic personality types.

  • Neither. Agile practices require a balance of deep thinking (often associated with introverts) and interactive communication (often associated with extraverts). Balanced teams that leverage both strengths are consistently more effective.

  • No. Modern software development depends heavily on collaboration across different roles, time zones, and disciplines. Success is now determined by how well individuals can share knowledge and integrate their work into a larger system.

Remote Work: Soft skills for a successful team

Remote Work: Soft skills for a successful team

Entrepreneurship, Nearshore, Outsourced Engineering Team, Project Management, Successful Outsourcing

Written by: Monserrat Raya 

Wooden blocks with teamwork, communication, and leadership icons on green background

Introduction

If you’re leading a development team in Dallas or Austin today, chances are your engineers aren’t all in the same office—or even the same country. Your roadmap is ambitious, deadlines are aggressive, and the talent shortage keeps your recruiting pipeline thin. To stay competitive, you’re working with distributed or nearshore teams.

But here’s the reality: technical skills alone won’t keep your team moving. A sprint can fall apart not because your developers don’t know React or Python, but because messages are misunderstood, feedback feels harsh, or ownership isn’t clear. That’s why soft skills—communication, adaptability, accountability, empathy—are now the backbone of successful remote engineering teams.

At Scio, we’ve been working remotely with clients in the U.S. for more than 20 years, long before “remote work” was a buzzword. From Dallas startups to Austin scale-ups, we’ve seen first-hand that the most effective teams are not just technically strong—they are culturally aligned, communicative, and built on trust.

Why Soft Skills Matter More in Remote Tech Teams

In a traditional Dallas office, a CTO could walk over to a developer’s desk, sense frustration, or overhear an informal conversation that cleared up a misunderstanding. In remote environments, those subtle signals vanish.

When collaboration depends only on Slack threads or Zoom calls, the cost of miscommunication increases exponentially. An ambiguous message can stall a sprint. A lack of accountability can delay a deliverable without anyone realizing it until the next retrospective.

Soft skills are no longer “nice to have.” They are the invisible infrastructure of distributed teams:

  • Clear communication: it’s not about writing more, but writing better—documenting decisions so they survive across time zones.
  • Empathy and cultural awareness: what sounds neutral to an engineer in Dallas may feel abrupt to a teammate in Monterrey. Empathy reduces friction and builds trust.
  • Radical accountability: when you can’t see people at their desks, you need to rely on ownership of deliverables, not hours online.

Engineer typing on laptop with hologram icons of soft skills for remote communication
Illustration of remote communication soft skills such as adaptability and empathy, crucial for tech leaders managing distributed engineering teams.

Communication Beyond Zoom and Slack

We’ve all experienced the awkward silence of a Zoom call: is it confusion, a muted microphone, or lack of engagement? In distributed settings, these doubts erode confidence and slow execution.

For CTOs and VPs of Engineering, mastering remote communication isn’t optional—it’s the lever that determines whether your roadmap is achieved or derailed.

Practical strategies that consistently work for high-performing teams:

  • Set meeting etiquette: structured agendas sent in advance, rotating facilitators, and “camera on” for critical sessions.
  • Define meeting types clearly: client demos should not be run like internal brainstorms. Intent clarity reduces wasted time.
  • Create living documentation: if the decision isn’t captured in Confluence or Notion, it effectively doesn’t exist. This ensures progress even when teammates are offline.
  • Foster psychological safety: create “ask anything” channels, run bi-weekly learning reviews, and normalize recognizing mistakes without blame.

Comparative View

In-Person
Remote
Read body language, gestures, and tone easily Context missing, misinterpretations more likely
Quick desk-side clarifications Requires async clarity (Slack, docs, Loom)
Serendipitous chats build trust Needs intentional online social spaces

Choosing the Right Tools for Remote Collaboration

The wrong tools can fragment a team faster than timezone differences. A Dallas CTO once told us: “We had six platforms, and nobody knew where decisions lived.” That’s tool overload.

Tools That Matter Today
  • Collaboration & Docs: Notion, Confluence, Google Workspace.
  • Project Management: Linear, Jira, Trello (but used consistently).
  • Async Communication: Loom, Slack clips.
  • Code Collaboration: GitHub Copilot Chat, GitLab.
  • Whiteboarding & B BreadcrumbListrainstorming: Miro, FigJam.

At Scio, we complement these with custom internal tools like an updated employee directory and proprietary time-tracking systems. They help our nearshore teams integrate seamlessly with clients in Texas, ensuring knowledge isn’t lost in silos.

Wooden blocks with teamwork, communication, and leadership icons on green background
Symbols of teamwork, adaptability, and accountability—representing the essential soft skills that keep nearshore development teams performing effectively.

Building Remote Company Culture Across Borders

Remote culture isn’t built on virtual happy hours or emoji reactions. It’s about how people feel about their work, their teammates, and the mission—even when separated by geography. The most resilient distributed teams are those where culture is designed, not left to chance.

What Works in Nearshore Teams

  • Structured onboarding: Culture starts on day one. Successful nearshore teams combine technical onboarding with cultural immersion—introducing new engineers not just to the workflow, but to the “why” of the product and the expectations of the client.
  • Shared rituals with intent: Daily standups, retrospectives, and demos create rhythm. Extending rituals to include cross-border celebrations—such as observing U.S. holidays with Mexican teams—strengthens alignment and reduces the “us vs. them” gap.
  • Continuous feedback loops: Strong cultures thrive on feedback, not annual reviews. Monthly one-on-ones, open retros, and tools for anonymous feedback allow issues to surface early and prevent disengagement.
  • Social bonding beyond tasks: Slack channels for hobbies, virtual coffee chats, and periodic in-person meetups (in Austin, Dallas, or Monterrey) transform coworkers into teammates. This sense of belonging directly improves retention and productivity.
  • Recognition and visibility: In remote setups, wins can easily go unnoticed. Structured recognition programs—where contributions are highlighted in cross-team meetings—help engineers feel valued across borders.

Nearshore teams in Mexico offer a unique advantage: shared time zones and cultural proximity mean rituals don’t feel forced. Instead, they blend seamlessly into daily collaboration, making remote culture less about distance and more about shared purpose.

Soft Skills Every Remote Engineer Needs

Here’s what CTOs in Dallas and Austin should look for when evaluating remote engineers:

Soft Skill
Impact on Remote Teams
Communication Ensures clarity across async and synchronous channels
Adaptability Smoothly navigates changing tools, processes, and time zones
Accountability Replaces “visibility” with ownership of deliverables
Cultural Awareness Builds trust between U.S. and LATAM team members
Feedback Skills Drives continuous improvement without tension

Final Thoughts: Why Nearshore Teams Excel at Remote Collaboration

For CTOs and VPs of Engineering in Dallas and Austin, the future isn’t “remote vs office”—it’s distributed, flexible, and collaborative. But without strong soft skills, even the best technical teams stall.

That’s why nearshore partnerships with Mexico are so powerful:

  • Shared time zones = real-time collaboration.
  • Cultural alignment reduces friction.
  • Frameworks like ScioElevate ensure talent growth and accountability.
  • Over 20 years of Scio experience = proven success with U.S. tech leaders.

Scio helps you build trusted, skilled, and easy-to-work-with remote teams—designed to truly extend your capacity without losing culture or speed.

FAQs About Remote Team Soft Skills

  • Because distributed teams can’t rely on proximity to solve problems. Soft skills like empathy, clarity, and accountability ensure collaboration works across borders and time zones.

  • By creating structured onboarding, shared rituals, and open feedback loops. Nearshore partners like Scio help reinforce these practices with cultural alignment and proven frameworks.

  • Communication, adaptability, accountability, and cultural awareness are non-negotiable. Technical skills matter, but without these, delivery suffers.

  • With shared time zones, cultural familiarity, and long-term partnerships, nearshore teams eliminate many of the barriers offshore teams face, while keeping costs competitive.

Building Remote Company Culture Across Borders

Remote culture isn’t about virtual happy hours. It’s shared purpose, clear expectations, and repeatable rituals that make collaboration feel natural across Dallas, Austin, and nearshore teams in Mexico.

Structured Onboarding

Blend technical ramp-up with cultural immersion. Day one clarifies mission, quality standards, communication channels, and the decision log (Notion/Confluence). Assign a buddy for the first two weeks.

Rituals with Intent

Daily standups, bi-weekly retros, and monthly demos must have a clear agenda and documented outcomes. If a meeting doesn’t produce an artifact, it didn’t scale culture.

Feedback Loops & Psychological Safety

Establish a cadence of 1:1s, learning reviews, and an “ask-anything” space. Early, blameless surfacing of issues is the hallmark of resilient cultures.

Recognition & Visibility

Make contributions visible across borders—shout-outs during demos, rotating speakers in tech talks, and explicit recognition to prevent remote disconnect.

Time-Zone Alignment (U.S.–Mexico)

Synchronize critical decision-making within overlapping Dallas/Austin–CDMX/Monterrey hours. Use async video/docs for everything else to reduce hand-off loss.

Cross-Border Rituals

Observe U.S. and Mexican holidays, host bilingual tech talks, and celebrate milestones on both sides to replace “us vs. them” with shared identity.

Shared Quality Bar & Definition of Done

Maintain a single artifact with quality standards and DoD. Align QA and code reviews within overlap windows to speed feedback cycles.

Knowledge as a Product

Centralize context and decisions. If it isn’t documented in the source of truth (Notion/Confluence), it doesn’t exist.

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Turning Around a Slumping Team Morale 

Turning Around a Slumping Team Morale 

Entrepreneurship, High-Performance Collaboration, Interculturality, Project Management

Written by Yamila Solari – 

Turning Around a Slumping Team Morale

Have you ever noticed how your team starts off full of energy—everyone is on board, ready to tackle big goals—only for that spark to fade over time? Suddenly, you realize there is a heavy cloud of negativity hanging over daily interactions. It can catch you off guard, especially when you are deeply immersed in the day-to-day work. Yet, once you recognize the signs, you know something must change.

In my experience coaching teams, these morale slumps often stem from a handful of core issues. Some factors lie outside of the team’s control—company-level decisions, mergers, or major leadership changes. Others, however, are well within a team’s power to address—unclear roles, a lack of transparency, or toxic behaviors that go unchecked. I like to think of these issues in two categories: external (things we cannot fully control) and internal (things we can change ourselves).

When External Forces Take Over (External Locus of Control)

  • Leadership Changes or Inconsistency

It is well known that a supportive, empowering leader fosters a collaborative tone. However, if the leadership style changes abruptly or leadership roles become unclear, team members may feel insecure about priorities and direction. This can quickly lead to anxiety and, eventually, a negative environment.

  • High-Pressure Environments

Sometimes, companies shorten deadlines or raise expectations without adding resources. Teams then scramble to keep up, which can lead to burnout. When people feel overworked and overwhelmed, patience runs thin and tensions rise—creating an ideal scenario for conflict.

  • Lack of Recognition and Growth Opportunities

Few things derail motivation faster than feeling invisible. If team members consistently contribute without acknowledgment—or if there is no clear path for them to develop new skills—they may become cynical or disengaged.
Large Structural Changes (Mergers, Acquisitions, Reorganizations)
Merging organizations often involves blending different cultures, processes, and leadership styles. In the midst of these changes, employees may feel threatened about job security or uncertain about the new direction, which can lead to pervasive negativity.

  • Shifting Company Strategy or Values

Suppose your company pivots to emphasize profits over people or makes a drastic change to its mission. Those who joined with a particular vision in mind might feel disconnected or even resentful if they no longer believe in the new direction.

  • Other External Stressors

Broader circumstances—such as economic downturns or new market competitors—can put an entire organization on edge. If the team senses looming layoffs or limited resources, tensions may escalate, leading to finger-pointing and blame.

Issues Your Team Can Tackle Directly (Internal Locus of Control)

Issues Your Team Can Tackle Directly (Internal Locus of Control)

  • Unclear Roles and Responsibilities

Sometimes negativity arises simply because responsibilities are not clearly defined. Tasks may overlap—or worse, fall through the cracks—and frustration builds. If certain teammates end up overloaded while others have significantly lighter workloads, resentment becomes almost inevitable.

  • Communication Breakdowns

Inconsistent or delayed updates make team members feel left out, sparking suspicion. The tone of feedback also matters: when criticism is vague or sarcastic, trust erodes. Encouraging honest, direct communication is vital for keeping relationships strong.

  • Negative Feedback Loops

A blame culture can spiral quickly if people focus on fault-finding rather than solutions. Once everyone is trying to avoid blame, creativity and healthy risk-taking tend to vanish.

  • Toxic Individual Behaviors

In some cases, one or two strong personalities overshadow the rest, or small cliques form. These patterns discourage broader participation—team members may stop sharing opinions or ideas if they fear being dismissed or excluded.

Breaking the Inertia: The Deep Check-In Session

Recognizing a cultural slump is half the battle. What comes next? One effective approach is to pause regular work and hold a Deep Check-In Session (DCS)—a specialized retrospective that allows ample time for meaningful discussion.

  • Ground the Team: Begin by having everyone take a moment to note how they are feeling, both physically and mentally.
  • Nurture Trust: Start with a simple trust exercise or team-building activity, reminding everyone that it is a safe space to share openly.
  • Identify the Core Issues: Use quick brainstorming methods (e.g., sticky notes or digital boards) to list all observed problems. Prioritize those that seem most pressing.
  • Distinguish External vs. Internal: Determine which problems the team can address directly and which require help from senior management or other departments. Simply clarifying this can provide a sense of relief and direction.

By the end of a DCS, you should have a clearer view of your team’s concerns and a sense of which issues belong to the team to solve, and which must be escalated.

Handling Internal Issues

Handling Internal Issues

When the team itself can resolve an issue, determine the best plan of attack after the DCS. You might schedule a follow-up session to brainstorm solutions and agree on next steps. Or perhaps you need more context—so you talk to individuals privately or consult an expert. In any case, keep the team in the loop so they know progress is being made.

What Matters Most? Listening and Reporting Back

It is not always possible to resolve every concern immediately. Often, simply letting the team know you have heard them and are taking steps to address their issues can restore a sense of optimism. Continue gathering feedback, be transparent about what you learn, and involve the team in deciding how to move forward.

Cultivating a healthy team morale is an ongoing process—there is no quick fix. Yet by confronting problems directly, clarifying their root causes, and showing genuine care for your team’s well-being, you will be well on your way to turning a slump around. After all, there is real value in collective understanding and consistent connection, no matter what obstacles appear along the way.

A Nearshore Perspective

Scio provides dedicated teams of Latin American (LATAM) software engineers to North American clients. In a nearshore environment like ours, transparent communication is vital to delivering the level of service our clients expect. When teams openly discuss blockers, progress, and expectations, they strengthen the collaboration between clients and software development teams—which is why Deep Check-Ins are so important. At the same time, having clear escalation paths ensures that both our managers and our clients’ leadership understand how external factors affect our teams, allowing them to take timely and effective action.

If you would like to learn more about fostering a high-performance culture or explore how Scio’s nearshore teams can support your next project, reach out to us. We look forward to collaborating with you to create thriving, impactful software solutions.

Yamila Solari

Yamila Solari

General Manager

New Year, New Skills: What to Learn in 2025 to Stay Ahead in Tech 

New Year, New Skills: What to Learn in 2025 to Stay Ahead in Tech 

Entrepreneurship, High-Performance Collaboration, Software Development, Technologies

Written by: Adolfo Cruz – 

New Year, New Skills: What to Learn in 2025 to Stay Ahead in Tech
As we enter 2025, it’s time to reflect on our goals and resolutions for the year ahead. For tech professionals, staying relevant in a rapidly evolving industry is both a challenge and an opportunity. Whether you’re a seasoned developer or just starting your journey, investing in the right skills can set you apart. Here are three critical areas to focus on in 2025: DevOps and Automation, Emerging Technologies, and Advanced Architectures and Patterns.

1. DevOps and Automation

The demand for seamless software delivery and efficient operations continues to grow, making DevOps and automation indispensable for modern tech teams. Here’s what to focus on:

Continuous Integration/Continuous Deployment (CI/CD)

Automating the entire software lifecycle—from code integration to deployment—is a cornerstone of DevOps. Learn tools like Azure DevOps, GitHub Actions, or Jenkins to build robust CI/CD pipelines. Dive into advanced deployment strategies such as:

  • Blue-Green Deployments: Minimize downtime by maintaining two identical environments.
  • Canary Releases: Gradually introduce changes to a subset of users.
  • Rolling Updates: Replace instances incrementally to ensure high availability.

Infrastructure as Code (IaC)

IaC allows you to manage and provision infrastructure through code. Tools like Terraform and Azure Resource Manager (ARM) enable scalable and repeatable deployments. Explore modular configurations and integrate IaC with your CI/CD pipelines for end-to-end automation.

Monitoring and Logging

Visibility is key in a distributed world. Learn tools like Prometheus and Grafana for real-time monitoring and implement centralized logging solutions using the ELK Stack (Elasticsearch, Logstash, Kibana) or Azure Monitor.
Containerization and Orchestration
Containers are a fundamental building block of modern applications. Deepen your knowledge of Docker and Kubernetes, focusing on scaling, managing workloads, and using Helm Charts to simplify Kubernetes application deployments.
Forma

2. Emerging Trends and Technologies

Groundbreaking technologies continuously reshape the tech landscape. Staying ahead means embracing the trends shaping the future:

Artificial Intelligence and Machine Learning

AI continues to revolutionize industries, and knowing how to integrate it into your applications is essential. Explore ML.NET to add machine learning capabilities to .NET Core applications. Expand your horizons by learning Python libraries like Scikit-Learn, TensorFlow, or PyTorch to understand the foundations of AI.
Cloud platforms like Azure Cognitive Services offer ready-to-use AI models for vision, speech, and natural language processing—perfect for developers looking to implement AI without reinventing the wheel.

Blockchain and Web3

Blockchain technology is evolving beyond cryptocurrencies. Learn how to develop smart contracts using Solidity or build enterprise blockchain solutions with Hyperledger Fabric. These skills can position you in areas like decentralized finance (DeFi) or supply chain transparency.

IoT and Edge Computing

The Internet of Things (IoT) is expanding rapidly. Use Azure IoT Hub to build solutions that connect and manage devices. Additionally, edge computing platforms like Azure Edge Zones allow you to process data closer to its source, enabling low-latency applications for IoT devices.

3. Advanced Architectures and Patterns

3. Advanced Architectures and Patterns

Mastering advanced architectures and design patterns is crucial for building scalable and maintainable applications as complex systems grow.

Design Patterns

Familiarity with common design patterns can elevate your problem-solving skills. Focus on:

  • Creational Patterns: Singleton, Factory, Abstract Factory.
  • Structural Patterns: Adapter, Facade, Composite.
  • Behavioral Patterns: Observer, Strategy, Command.

Distributed Systems

The rise of microservices and cloud-native development requires a deep understanding of distributed systems. Key topics include:

  • Service Discovery: Tools like Consul or Kubernetes DNS are used to find services in dynamic environments.
  • Circuit Breakers: Use libraries like Polly to manage failures gracefully.
  • Distributed Tracing: Tools like Jaeger or Zipkin for tracing requests across services.

Event-Driven Architectures

Event-driven systems enable high scalability and resilience. Learn about message brokers like RabbitMQ, Kafka, or Azure Event Hub. Study patterns like event sourcing and CQRS (Command Query Responsibility Segregation) for handling complex workflows.

Scalability and Performance Optimization

Efficient systems design is critical for modern applications. Master:

  • Caching: Tools like Redis or Azure Cache for Redis.
  • Load Balancing: Use solutions like NGINX, HAProxy, or cloud-native load balancers.
  • Database Sharding: Partition data to scale your databases effectively.

Conclusion

2025 is brimming with opportunities for tech professionals to grow and thrive. By focusing on DevOps and automation, emerging technologies, and advanced architectures, you can future-proof your career and make a meaningful impact on your projects. Let this year be the one where you embrace these transformative skills and take your expertise to the next level.

FAQ: Top Engineering Skills and Architecture for 2025

  • Teams should prioritize DevOps and automation, AI/ML integration, blockchain basics, IoT expertise, and advanced architecture patterns. Mastering these domains ensures teams can build scalable, intelligent, and secure modern systems.

  • Observability is crucial because it significantly shortens the time to detect and resolve issues in complex, distributed environments. Unlike simple monitoring, it provides the "why" behind system behaviors through traces, logs, and metrics.

  • No. They are not a universal requirement. Blockchain skills matter most for industries where trust, traceability, and decentralization provide clear competitive advantages, such as finance, supply chain, and legal tech.

  • Leaders should focus on event-driven architectures, distributed systems fundamentals, and modern caching and scaling strategies. These patterns are the backbone of responsive and resilient software in the current digital landscape.

Adolfo Cruz - PMO Director

Adolfo Cruz

PMO Director

Fueling Continuous Improvement in Scrum Teams 

Fueling Continuous Improvement in Scrum Teams 

Entrepreneurship, High-Performance Collaboration, Outsourced Engineering Team, Project Management, Strategic Digital Nearshoring

Written by: Yamila Solari – 

BLOG- Fueling Continuous Improvement in Scrum Teams
Continuous improvement is the ongoing process of analyzing performance, identifying opportunities, and making incremental changes to processes, products, and personnel. Scrum team leaders, Scrum Masters, team coaches, all are responsible for instilling a continuous improvement mindset in their teams and find better ways to maximize value, effectiveness, and growth.

Continuous improvement is an essential component of Scrum. Scrum’s three empirical pillars—transparency, inspection, and adaptation—ensure that continuous improvement is woven into the framework itself. Each Scrum event and artifact provides opportunities for the Scrum Team to continually inspect and adapt. In this article, I will cover important factors that contribute to the success of the philosophy of continuous improvement in a team, as well as some precautions necessary to keep teams motivated to improve.

Measuring Progress is Essential for Continuous Improvement

Measuring progress is crucial because it helps the team spot areas that need work, making improvement possible in every sprint. There are various ways to measure progress in Scrum, such as:

  • Checking if sprint goals were achieved
  • Using velocity (the rate at which the team completes work)
  • Tracking bug density
  • Using burndown charts

It’s important to pick the metrics that better allow you to see the progress in your project and set up a reliable system to track them. To avoid overwhelming your team, focus on just a few key metrics—somewhere between three and five. Also, stay consistent with the frequency of your measurements. Many experts recommend measuring after every sprint to keep a regular pulse on your team’s performance.

Elements that Promote Continuous Improvement in a Team

Elements that Promote Continuous Improvement in a Team

We, as humans, are wired for growth—which naturally requires change and adaptation. However, our brains also prioritize routine and efficiency, which can make continuous improvement tricky. Let’s look at some key factors that help foster a continuous improvement culture:

  • Psychological Safety

Cognitive Resource Theory says that when we’re under stress, we tend to revert to familiar routines rather than innovative thinking. Under pressure, decision-making abilities can decline, making it harder to adapt to new challenges.

This is why the first element to consider, as a team leader, is creating a psychologically safe space. Psychological safety is the belief that no one will be punished, humiliated, or ignored for speaking up with ideas, questions, or mistakes. When team members feel safe to share openly, they’re more likely to push for creative solutions and take on new experiments that drive improvement.

  • Transparent and Regular Feedback

In a high-performing team, members often share better ways of working with each other in real time. However, it’s also crucial to have dedicated events—like Retrospectives—where the whole team reflects on what went well and what could change. This practice reminds everyone to look inward for those gems of insight that can lead to significant improvements.

  • Represent Progress in a Graphic way

Using meaningful metrics or tracking tools is the third element. It helps the team visualize and understand their evolution over time. Whether it’s velocity, defect rates, or burndown charts, consistent tracking keeps everyone aware of the impact of their efforts and highlights where to improve next. Remember to display these graphics in a place of easy access for the team and refer to them during your Scrum ceremonies.

  • Frequently Sharing the Vision

A clear vision reminds the team why they’re doing what they’re doing. Reiterating the vision fosters alignment, engagement, and motivation. When everyone knows how their work contributes to the bigger picture, it’s easier to stay focused on improvement and long-term goals.

  • Empowering Teams with Autonomy

Ensuring a team has autonomy within the organization is a powerful motivator. When teams know their decisions will be heard and respected, they’re more intrinsically motivated to give their best and continually refine how they work.

  • Celebrating Success

Finally, celebrating success is a powerful way to cement progress in the team culture and keep up the momentum. Recognizing achievements—big or small—builds confidence and reinforces positive behaviors. When the team sees that progress is noticed and valued, they’re more willing to experiment and try new approaches.

The Double-Edged Sword of Continuous Improvement

Agile methodologies like Scrum and Kanban are designed to structure work so it’s efficient, transparent, and motivating for the team. Often, a team that consistently achieves its sprint goals is already high-performing and well-accustomed to improving continuously. However, when a high-performing team is making only minor improvements, metrics like velocity can become less meaningful, or even demotivating. Sometimes the numbers simply don’t show big jumps, but that doesn’t mean the team isn’t growing.

In these situations, the role of the team leader or Scrum Master becomes more relevant. As leaders, we should always be ready to pose questions to inspire our teams. Questions like what did we do better this sprint than the last?, In what specific ways are we a more high-performing team than before?, If our velocity has not changed, what has improved?, etc., help the team acknowledge they are moving forward even though the metrics may not show it. Also, reflecting on qualitative improvements—like deeper communication, willingness to take risks, and the ability to advocate for the team’s needs—plays an essential role in understanding true progress.

On the flip side, some teams lean towards complacency. They can be high performing for a while, but then they find Retrospectives no longer yield much value, start skipping them, and adopt a “there’s nothing to improve” attitude. Inevitably, any dip in velocity or other performance metrics will alert the team that something is amiss. At that point, the leader or Scrum Master can moderate a deep reflection on how the team allowed complacency to set in, and how to prevent it from happening again.

Ultimately, embracing a continuous improvement mindset requires a healthy balance. Experiment and try new ways to get better, but also recognize the diminishing returns that can appear once your team is operating at a high level.

Conclusion

Conclusion

Continuous improvement is a cornerstone of Scrum for a reason—it drives better outcomes, keeps people engaged, and helps teams adapt in a fast-changing world. As a business manager and team coach, I’ve seen firsthand how paying attention to psychological safety, feedback loops, and consistent measurements can ignite powerful changes in a team’s performance and morale. But remember, improvements can be both quantitative and qualitative. Recognize the accomplishments your team makes, even if they don’t always show up in velocity numbers. Keep finding ways to grow, and never underestimate the power of celebrating and reflecting on how far you’ve come. 

Yamila Solari

Yamila Solari

General Manager

Cultivating Customer Understanding: Why Established Tech Companies Need Customer Discovery

Cultivating Customer Understanding: Why Established Tech Companies Need Customer Discovery

Customer Experience, Entrepreneurship, Product Development

Remember Blackberry? Once a dominant force in mobile phones, they failed to adapt to changing customer needs and were ultimately surpassed by Apple and Android. This cautionary tale highlights the importance of customer discovery, even for established tech companies.  A study by Gartner reveals that acquiring a new customer can cost 5 times more than retaining an existing one.  Customer discovery is an investment that can pay off in spades by ensuring your product remains relevant and keeps your existing customers happy.

What is Customer Discovery (and Why Do You Still Need It?)

Customer discovery is more than just a fancy term for market research. It’s about fostering an ongoing conversation with your customers to understand their evolving needs and frustrations.  Here’s why it’s crucial even for companies that have been around for a while:

  • The Customer Churn Challenge: Did you know that according to bain, even a 5% churn rate can significantly impact your bottom line? Customer discovery helps you identify potential churn risks and proactively address customer concerns.
  • Staying Ahead of the Curve: Technology and customer expectations are constantly evolving. Customer discovery allows you to identify new trends and opportunities before your competitors.

Planting New Seeds: Real-World Examples

Here’s how some established tech companies used customer discovery to adapt and thrive during the pandemic:

  • Intuit (TurboTax):  Intuit didn’t just use customer discovery to improve tax filing features. They also focused on user experience.  In response to feedback about complexity, they introduced a simplified filing option.  During the pandemic, this focus on user experience proved critical as they catered to a broader audience filing for unemployment and stimulus checks for the first time.
  • Airbnb:  Airbnb leveraged customer research to understand the changing travel landscape during the pandemic. This led them to introduce «flexible search» and «longer stays» features, catering to the rise of remote work and domestic travel.
  • Dropbox:  Dropbox recognized the need for enhanced collaboration features through customer discovery methods like user interviews.  They responded by developing integrations with popular productivity tools, making Dropbox an essential tool for the remote work revolution.
  • Zoom:  Zoom’s constant focus on customer feedback allowed them to identify features critical for the remote work environment. Based on user needs, they prioritized video call security, ease of use, and integrations with popular calendar applications.  This data-driven approach kept Zoom ahead of the curve during a time of massive user behavior shifts.
The Customer Discovery Toolkit for Established Tech Companies

The Customer Discovery Toolkit for Established Tech Companies

Ready to breathe new life into your tech company? Here are some actionable tools to get you started:

  • User Interviews:  Have in-depth conversations with your customers to understand their current frustrations and unmet needs.  Focus on addressing their specific pain points related to your product or service. Ask questions like: «What are your biggest challenges using our product?» or «What features do you wish our product had?»
  • Customer Surveys:  Gather broader customer insights through surveys with a mix of open-ended and closed-ended questions.  Tailor your survey questions to address common challenges faced by established tech companies.  For example, you could ask questions about customer satisfaction with your current product roadmap or their openness to new features.
  • A/B Testing:  Test different product features and marketing messages to see what resonates best with your current audience.  Use A/B testing to validate your customer discovery findings and measure the impact of changes based on customer feedback.

Bloom Again: Make Customer Discovery a Priority

Customer discovery is a continuous process, not a one-time fix.  By regularly assessing your customer landscape and planting new seeds based on their needs, you can ensure your tech company flourishes for years to come.