London

June 28–29, 2027

New York

September 15–16, 2026

Berlin

November 9–10, 2026

Velocity

Velocity

Supercharging your processes for faster software delivery

The best AI-coding tools in 2026

Not all AI-coding tools are equal.

Productivity isn’t always fast 

It can often feel like we aren’t being productive unless we’re working at max speed. But slow productivity is here to subvert that idea.

How to speed up code reviews

Code reviews don’t have to be painful. Here’s how to embrace tools and more collaborative processes to raise the bar on your review cycle.

Maintain team performance during unexpected change

You’ll have to experience change management at least once in your career. Make sure your teams can maintain performance through it all.

LeadDev Berlin is back this November

Should the daily stand-up die?

Will the real agile developers please stand up? Please stand up. Please, stand up.

On our Velocity playlist

Engineering owns velocity

In this talk, I’ll explore what engineering leaders need to do to credibly own velocity and deeply align their work with the company strategy.

Launching a Gen AI powered travel companion: A case for tiger teams

Explore Booking.com’s journey in launching a Gen AI travel companion in 3 months, powered by a tiger team approach for rapid, focused product development and innovation.

Ben Murray

Goldilocks doesn’t need your story points or your t-shirts

Ben Murray believes there is only really one question you need to ask: is this task small enough?

How to drive pace in your team ??‍♀️

How to drive pace in your team ??‍♀️

Alicia Collymore delivers actionable advice that’ll help you to improve your teams’ delivery and pace without a data-first approach.

Planning for success when scaling rapidly

Create goals, prioritize effectively, set expectations, and drive alignment.

The festival for modern engineering leadership

London • June 2 & 3, 2026

Top Velocity videos

  • Avoid the Lake!

    Large programs are as much about bringing people, teams, and organizations together as much as it is about building and delivering technology. This talk is a brief overview of frequently overlooked steps in execution and proposes small changes to consider to significantly reduce friction during execution.

  • Iterating with a purpose

    In talk, we’ll be exploring what you need to think about when you start a new project. How do you decide and agree what your goals are and understand how you’ll measure their successes and failures.

  • Remote Inclusion in Distributed Engineering Teams

    Increasingly, companies in business centres like London are combining offshore with local developers. Maximising the effectiveness in a mixed team environment is therefore critical to business success.

  • Applying software engineering practices to improve people management

    As a new manager, your changed responsibility is not to build features, but to build systems to support the people building the features. It can be a challenge to figure out how to prioritise problems alongside the day to day pastoral care of your team.

  • Learning from incidents: from ‘what went wrong?’ to ‘what went right?’

    When things go wrong, we tend to focus on mistakes, miscalculations, and deficiencies in design. By limiting our investigations to the details of what went wrong, we ignore a far richer and more interesting source of learning: how things went right.

  • Distributed teams: how to hone connection, communication, and collaboration

    Psychological safety is one of the leading indicators of a high performing team. Yet, forging deep human relationships and building trust can be difficult when your team is distributed or largely interacts on screens.

  • Breaking down silos for better collaboration

    Technology at Spotify is filled to the brim with talented, driven and passionate engineers, who together work to solve the challenges we face to reach our north star goals.

  • Driving architecture alignment across a fully-distributed engineering workforce

    InVision started as a small startup several years ago with tens of engineers, small teams working independently as velocity was paramount. But as InVision grew to hundreds of engineers, all fully remote, we realized that this independence was actually slowing us down – teams resolving the same problems, inconsistent metrics, etc.