Satellites to Silicon Valley startups
Becoming head of technology at America’s #1 sportsbook and iGaming company might seem like the ultimate career milestone. But for Andy Sheh, Chief Technology Officer of FanDuel, the journey has been anything but linear. From satellites to Silicon Valley startups to real estate IPOs, each professional chapter has shaped his approach to emerging technology platforms, building high-performing teams, and leading with purpose.
Having caught up at the recent Tech Connect gathering of Flutter technologists, Andy shares five important reflections from his journey to CTO, offering a closer look at the strategies and innovations that have defined his path.
New Challenges Create Future Opportunities
After graduating with a Computer Science degree, Andy admits he didn’t have a clear direction. “I started at the security company Sandia National Labs in Albuquerque, New Mexico, which may not be as well-known as some of the great companies I’ve worked at, but turned out to be one of the best experiences of my life,” he recalls.
There, his work spanned everything from launching satellites to managing cybersecurity for the NSA to deploying cloud technology for the CIA. The variety sparked a love of solving new problems — a trait that still drives him today — and opened the door to his next role at Palantir Technologies in Palo Alto.
At the time, Palantir was a fast-paced startup where Andy immersed himself in the grind of Silicon Valley — long hours, rapid product cycles, and constant innovation. It also inspired a new ambition: building and scaling teams of his own.
That opportunity came in real estate tech, where he served as CTO from the earliest engineering hires through multiple funding rounds, pivots, and eventual acquisition. He then joined Compass, helping to take the company public on the New York Stock Exchange. “That experience taught me the discipline of preparing an organization for public readiness — financial rigor, operational structure, and driving business outcomes through tech,” he says.
Taken together, each career move gave Andy a new challenge — and, collectively, the breadth of experience that helped shape his leadership today.
Big Problems Need Bold Solutions
The move to FanDuel, Flutter’s largest brand and the U.S. market leader in online sports betting and iGaming, wasn’t the obvious for Andy given his prior background. But it represented a big opportunity. Having not been a sports bettor, the real appeal lay in the scale and complexity of managing a 2,000-strong engineering team within a global network of roughly 8,000 technologists. Together, they tackle everything from high-performance consumer products to emerging technologies like generative AI. “The competitive intensity drives the need for the best products,” he says. “You’re solving technical and business problems at a global level.”
Leading technology in such a high-growth, highly regulated space demands a constant balancing act between short-term delivery and long-term scalability. “Short-term delivery keeps us competitive — fast market entry and immediate business outcomes. But long-term innovation is a must. As CTO, I have to ensure we’re clear with the business about why we must invest in initiatives that might not pay off right away but will future-proof our capabilities.”
That means allocating resources across three fronts: direct customer-facing priorities, technical system improvements, and experimental projects that may lead to nothing — or to Flutter’s next major technology breakthrough.
Creating a Culture of Technologists
With teams spread across continents, cohesion and alignment require intentional effort. Andy invests heavily in face-to-face engagement, traveling to offices weekly, holding monthly tech all-hands, and hosting regular updates where teams present their work to peers across geographies. “It’s about being present and making sure people know your values, while creating opportunities for exploration and discovery.”
Through Flutter’s shared platforms – from pricing sporting outcomes to processing billions of bets – FanDuel can innovate faster and tailor experiences for local markets. “Without these, we’d be at the mercy of third-party vendors,” Andy says. “Owning the journey, tech, and systems means we can invest harder, move faster, and tailor products to local markets.”
Migrating from third-party systems to Flutter tech was a major investment, but it paid off in improved operational performance, innovative features, and shared capabilities across brands. Collaboration with other CTOs in the group happens almost daily, through sharing lessons learned, technology evaluations, and architectural approaches to accelerate decision-making.
Empowerment Without Micromanagement
In a high-speed, regulated environment, empowerment is key. “You have to trust your leaders to make decisions and own the outcomes — good or bad,” Andy explains. He avoids micromanagement, stepping in closely only when decisions have a critical impact on the business or customer. Regular feedback loops help reinforce decision-making skills and strategic thinking.
Empowerment, in his view, breeds excellence. That is why some of his proudest moments at FanDuel have come when the stakes are highest — like during the Super Bowl. “Seeing our teams around the world working together in real time, executing flawlessly without being asked, just because they want to win as a team — that’s when you know you’ve built the right culture.”
Advice for Emerging Tech Leaders
For aspiring tech leaders, his advice is simple: Don’t chase someone else’s path. “Everyone’s journey is different. Be clear on what motivates you - whether it’s money, growth, or enjoyment - and go after that. If you’re self-aware and honest about it, you’ll get there.”
A CTO’s day is rarely quiet. Meetings, 1:1s, strategy reviews, and technology deep dives fill the hours - but Andy keeps himself grounded through intentional focus. “I treat every interaction as an opportunity to leave with an action, a decision, or a way to help. Listening deeply is critical - watching what people talk about and how they behave gives you the context you need to execute effectively.”
Equally important is carving out reflection time. “If your day is back-to-back meetings with no space to think, you lose the ability to prioritize and reset.”
From satellites to sportsbooks, Andy’s career shows that the role of a CTO is as much about people and culture as it is about platforms and code. In an industry where milliseconds can define success, his approach blends long-term vision with day-to-day discipline - ensuring FanDuel stays ahead in one of tech’s most competitive arenas.
