Summary
There's a moment most engineering leaders recognize. You roll out a new AI tool, push through a major platform change, or restructure how work gets done, and the team gets quiet. Stand-ups get shorter. Questions dry up. People stop pushing back. It looks like a smooth adoption. It usually isn't.
Disruptive technology doesn't just change how engineers work; it changes how they feel about their expertise, their value, and their place on the team. And when trust hasn't kept pace with change, even great teams start playing it safe in all the wrong ways.
This roundtable is a space to talk honestly about that dynamic. We'll get into what psychological safety actually looks like when timelines are short and the technology is moving fast, how to read the signals that trust is eroding, and what other leaders are doing to keep their teams engaged rather than just compliant. Come ready to share what's worked, what hasn't, and what you're still figuring out.
Key questions we'll explore:
- How do you introduce disruptive technology in a way that builds trust rather than erodes it?
- What signals tell you psychological safety is breaking down during a transition?
- How do you create space for honest uncertainty without losing momentum?
- What does "safe to fail fast" actually look like in practice?
Host
Prateek Mehrotra
Senior Engineering Manager @ Aledade
Prateek Mehrotra is a senior engineering manager at Aledade, a physician‐led, national leader in value‐based care, empowering clinicians with advanced analytics, AI‐enhanced tools and dedicated support to improve patient health, grow thriving primary care organizations and share in the rewards of better care.
Before Aledade, he led engineering at Hinge Health, where he focused on user engagement, retention and digital health product development, building the experiences that kept people motivated and on track throughout their care journeys. That work shaped how he thinks about teams. The conditions that keep engineers doing their best work are simpler than most leaders expect: clear feedback, a sense of progress, psychological safety.
He cares deeply about what it takes to build teams where people do their best work, especially when the organization is pushing through disruptive technology change.
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