Gautam Prabhu

Vice President of Engineering

Scribe

Sep 2025 - Current (1 year)

Leading Engineering at Scribe. We're hiring for pretty much everything!

Chief Technology Officer

Opentrons Labworks Inc

Jul 2023 - Sep 2025 (2 years 3 months)

Opentrons makes robots for life scientists. Our robots (primarily known as "liquid handlers") can be found in research departments from the largest pharmaceutical companies in the world to large academic institutions. The Opentrons technology stack is a hardware & software platform that allows scientists to write programs that take repetitive, high-precision and/or time-consuming parts of their research process and to execute them automatically on our robots. Having both a lifelong interest in the life sciences and an urge to try something wildly different from my past experience, I joined Opentrons as CTO. In this role, I was responsible for our extremely talented Hardware, Software, Quality, Manufacturing Engineering and IT teams. Th

Head of Engineering

PagerDuty

Jul 2022 - Apr 2023 (10 months)

I was responsible for all Engineering at PagerDuty - all of our product lines, Infrastructure, Shared Services and Machine Learning. During my time at PagerDuty, I was responsible for: -- Delivering on all of our major software initiatives. We built large-scale features that enhanced our industry-standard alerting solutions, expanded our infrastructure footprint from entirely US-based to international, built out new product lines from scratch, and integrated multiple acquired companies. -- Growing or hiring high-level leaders to run product lines -- Growing the Engineering team significantly (roughly 4x growth over my tenure) -- Vetting possible acquisitions, and integrating multiple acquired companies into the main Engineering team. --

Vice President Of Engineering - Product Delivery and Infrastructure

PagerDuty

Sep 2019 - Jul 2022 (2 years 11 months)

My role expanded to include our Infrastructure group, which is responsible for the underlying platforms on which all PagerDuty products operate. Infrastructure was comprised of teams spanning subjects like Site Reliability Engineering, Database Reliability, provisioning & deployment. It also includes responsibility for the majority of software spend within the Engineering team and a lot of vendor management.

Vice President of Engineering - Product Delivery

PagerDuty

Sep 2018 - Sep 2019 (1 year 1 month)

I joined PagerDuty as the head of Product Delivery. In this role, I was responsible for feature delivery across all PagerDuty product lines. I partnered with the VP of Product Management to create roadmaps, set priorities and also adapt the overall organizational structure to match those priorities.

YC Continuity Advisor

Y Combinator

Jan 2018 - Jan 2020 (2 years 1 month)

- Mentored Engineering leaders, in particular ones who are early in their leadership careers - Member of advisory panels for YC companies - Occasional speaker at YC Continuity events

Vice President Of Engineering

Zendesk

Nov 2015 - Nov 2017 (2 years 1 month)

My last role at Zendesk was running the Shared Services group. Zendesk had moved from a single offering to selling a broad suite of products. Some of these products were built internally and some were acquisitions. Any software meant to be common between these products -- from a backend service to a common UI -- is defined as a shared service. In practice, this meant taking over our existing Infrastructure, Security, API, Data Science & Data Engineering teams. I also built a new cross-product platform engineering team from scratch and led several large cross-product integration projects. I also was part of the engineering due diligence process for acquisitions that Zendesk made. I was responsible for teams spanning San Francisco,

Director of Engineering

Zendesk

Sep 2011 - Nov 2015 (4 years 3 months)

I joined Zendesk at an early stage (roughly 70 employees) and led software feature development. We did full-stack development, working with Product Management to build most of the user-facing parts of the Zendesk application. Major initiatives in this role included: -- Taking responsibility for most of the San Francisco engineering team and growing it at an incredibly fast pace. Lots of recruiting and interviewing. -- Organizing the monolithic team into smaller development teams that work according to Scrum processes. These teams consist of a team lead, 4-8 developers, as well as embedded product managers and QA. The teams are organized around ownership of products/features. The goal was to create self-sufficient teams that are able

Vice President Of Engineering

PowerReviews

Jun 2005 - Sep 2011 (6 years 4 months)

PowerReviews develops SaaS software for e-commerce websites, to run their product reviews and product Q&A. I was on the founding team of 4 people. For the first 6 months, every day we chose whose dining table to work from. Along with one other engineer, I did much of the early development work. After we'd launched a product and raised our first round of funding, I took over the role of VP of Engineering. This involved: -- Building an engineering team - recruiting, hiring, retention and mentorship of an *extremely* talented team of engineers that went on to huge success in their careers. -- Day-to-day oversight over the engineering team -- Owning the high-level strategic vision of our architecture and major infrastructure projects -- S

Software Engineer

Sun Microsystems

Jan 2003 - Jun 2005 (2 years 6 months)

I joined a small startup called CenterRun software, that was acquired by Sun about 6 months after I started. CenterRun built an enterprise system that automated deployment of software within a compute cluster. I did both front-end and back-end development and worked with an amazing team of engineers. This was my first exposure to concepts like ORMs, unit testing and large-scale release planning, and I learned lessons here that have helped me throughout my career. The technology stack was mostly Java. Following the acquisition of CenterRun, I stayed at Sun Microsystems and continued to work on the product. We were part of the N1 group - Sun's initiative to built out more software services. I met a lot of new, interesting people, and

Chief Sabbatical Officer

NA

Aug 2002 - Dec 2002 (5 months)

Discovered and read A Song of Ice And Fire and still eagerly await the conclusion 23 years later. Played copious amounts of Warcraft 3 and managed to get worse, according to the online rankings. Resolved to get into great shape and had a similar level of success as I did at Warcraft 3.

Software Engineer

GSI Commerce

Jan 2001 - Jul 2002 (1 year 7 months)

GSI Commerce develops and operates e-commerce sites for large retailers. My primary responsibility was building, from scratch, an email delivery system that would allow us to bring marketing emails in-house. This involved building web applications for creating, approving, and reporting on email campaigns, server-side software for delivering millions of emails a day via Postfix, as well as significant systems administration for the application and mail delivery servers. I learned more about the technical and non-technical aspects of email delivery than I'd ever wanted to know. I worked mostly in Java, along with some C++ and Perl. GSI Commerce later was acquired by eBay, becoming eBay Enterprise

F

Software Engineer

Fogdog Sports

Jun 1999 - Jan 2001 (1 year 8 months)

Fogdog was one of the first e-commerce sites focused on the sporting goods market. I developed applications (wishlist, shopping cart, checkout, etc.) primarily in C++, with some occasional C and Perl mixed in. I got to experience the rollercoaster ride of the dotcom boom (and bust) here. Along the way I made some lifelong friends, and fondly remember hearing the phrase "See ya, half-day!" if I left the office before 9pm. In 2001, Fogdog was acquired by GSI Commerce

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