Aug 19, 2026 · 57 min · 16 segments
**Jose Garcia didn't just grow Skyscanner's data organisation from 13 to around 60 people — he made sure impact grew with it, across the data science, marketing and ad tech teams he leads. We unpack…
Over a weekend, the system built five models that impossible for us to do in the past.
So we were super excited, incredible gains offline, and we're like, "Okay, now put it to production." It took us three weeks because the code base is, was a mess.
It's we haven't learned how to put AI in the direction of not only do you, can you explore, but the way to then put that in production is through these templates, these formats.
Managers are going to be in a really good position if they can get their hands on agents, as I've been doing for my own personal projects, that you're like, "Actually, I can build a team with this," because this is what I've been doing.
It's just that I have to codify it and code it, my knowledge, and, and so on.
So I think that's something that I want to bring out 'cause people managers out there might feel, "Yeah, but all these things that are happening are for the individual contributor." And I am like, and I understand the, the, the thinking, but I think there's a missing point.
I think that if, if we rethink the way we've operated as managers, GEI, I think puts us in a, in a really good position.
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Over a weekend, the system built five models that impossible for us to do in the past.
So we were super excited, incredible gains offline, and we're like, "Okay, now put it to production." It took us three weeks because the code base is, was a mess.
It's we haven't learned how to put AI in the direction of not only do you, can you explore, but the way to then put that in production is through these templates, these formats.
Managers are going to be in a really good position if they can get their hands on agents, as I've been doing for my own personal projects, that you're like, "Actually, I can build a team with this," because this is what I've been doing.
It's just that I have to codify it and code it, my knowledge, and, and so on.
So I think that's something that I want to bring out 'cause people managers out there might feel, "Yeah, but all these things that are happening are for the individual contributor." And I am like, and I understand the, the, the thinking, but I think there's a missing point.
I think that if, if we rethink the way we've operated as managers, GEI, I think puts us in a, in a really good position.
