I would argue that the region in a company's lifespan where craftsmanship matters is really between Series B and C. When you're trying to go from about 1M to 10M in revenue, and your engineering team is about 15 to 25 people, you have some interesting dynamics in play:

1. Everybody is swamped. Sales is now scaling up, which means new customers, new demands, and new fires every day.

2. The product's complexity has now grown tremendously. No single person, not even founding engineers, can fit the entire system in their head now. Very few people are equipped to even dig in to the more esoteric pieces and understand how and why they work, because enough time has passed that any context that was undocumented is either forgotten or hidden deep in a random person's head, and very little was documented (not necessarily the wrong choice - the time saved on not documenting things likely contributed to the company moving quickly enough and surviving to this stage).

3. Hiring has been approximately solved, and occurs on an approximately predictable cadence. Your engineering team has a small but predictable stream of newcomers. Every year or so, the team doubles.

In this region, you have some interesting constraints to deal with:

1. Building new features is necessary to increase revenue, but each new feature has rapidly increasing marginal cost (due to overall system complexity). Therefore, we need more throughput.

2. Adding new engineers is necessary to increase throughput, but each additional engineer now provides rapidly diminishing marginal throughput.

There are many tactics for succeeding in this region. The general focus here is "increase marginal throughput per engineer". Some not-writing-code tactics include investing in solid onboarding, developing effective documentation at the system level, and narrowing focus on product initiatives (becoming more deliberate with "we will try experiments A, B, and C in this order" as opposed to "we will throw the kitchen sink at the problem and see what sticks").

From a "writing code" perspective, I think this is where craftsmanship really shines. Constructing abstractions that dramatically increase the productivity of each marginal engineer provides an enormous pay-off in this region. Of course, the correct engineering abstractions must also be coupled with the correct engineering team structure. The effects of Conway's Law in this region are felt very, very strongly.

Unfortunately, I think it is rather unlikely for someone to just be able to drop in to a company in this region and begin working on this kind of neat problem. I think the most likely ways to get to work on this are:

- Be there from early on (arguably, first 5 or 10 engineers). Having domain experience is extraordinarily helpful in understanding which systems will be force multipliers.

- Be very, very experienced. I can see a role for a senior staff engineer to be hired in at this point to help build these force multipliers. I think this person would need to have previous experience in companies of this size to correctly value domain experience and judge the right pieces to build.

- Join in this region, and work with on the team of one of the two people above.