Some leaders build products. Some lead engineering teams. Kelly Vaughn is doing both.
As Director of Engineering at Spot AI—a company building video intelligence software—Kelly recently expanded her role to oversee both Product and Engineering for their VMS offering. That shift means juggling strategy, execution, and team development, all while helping others step confidently into leadership themselves.
And yes, she still finds time to speak at conferences and answer DMs from people navigating the same transitions she once did.
We spoke with Kelly about spotting leadership potential early, why ambiguity doesn’t have to feel chaotic, and the lesson she learned the hard way about managing up.
Stepping into Product Leadership
Kelly’s new title might look like a promotion on paper, but the shift is more philosophical than anything.
“Engineering leadership is about execution,” she says. “Product leadership is about defining why we’re building something in the first place.”
Now leading Product and Engineering for Spot AI’s VMS product, she’s talking to customers, researching market trends, and making smart bets on where to invest next.
It’s a role she’s clearly energized by.
“I’m really looking forward to dedicating time to shaping our product’s future.”
Thriving in Ambiguity
Some people panic when problems are fuzzy or undefined. Others use it as fuel.
“There are two key traits I see in people who handle ambiguity well,” Kelly says. “They stay calm under stress, and they know how to form a hypothesis from a vague problem statement.”
That means asking the right questions, taking action quickly, and being totally okay with pivoting when something doesn’t pan out.
It’s no surprise that these same traits overlap with great product thinking—a mindset she’s now leaning into more than ever.
“I do some of my best work when navigating uncertainty,” she adds.
Read Kelly’s blog on embracing ambiguity in Product!
Creating Leadership Pathways for Women in Tech
When asked how leaders can create more leadership pathways for women in software engineering, Kelly stressed that it is not a passive process.
“Senior leaders need to be proactive,” Kelly says. “That starts with identifying and addressing bias across hiring, promotions, and day-to-day interactions.”
She emphasizes psychological safety—so women feel confident advocating for themselves and others. But she also knows not everyone feels ready to raise their hand.
“Don’t wait for someone to ask for a title change or a growth opportunity. Recognize leadership behavior early. Sometimes people don’t even realize it in themselves yet.”
On Stage, In Real Life
Kelly’s no stranger to the tech conference circuit—often giving talks on engineering leadership and team growth.
Her biggest source of inspiration? Conversations with people trying to make the leap into leadership.
“I might use the same slide deck at three conferences,” she says, “but the talk itself will be different every time.”
Rather than sticking to a script, she likes to share recent examples from her own work, tailoring the delivery to the audience in front of her. It keeps things relevant, grounded, and never too polished.
Between setting product strategy, mentoring the next generation of leaders, and hopping from one tech conference to the next, Kelly Vaughn is showing what it means to lead with clarity—even when things are unclear.
She’s not here to tell you it’s easy. But she will tell you it’s worth it.
Connect with Kelly Vaughn on Bluesky.
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Sticker Illustration by Jacob Ashley.
