Expertise
Analysis of the RnD/Product team
Identification of bottlenecks, weaknesses and strengths, missing competencies and processes; building a step-by-step plan for changes and a development strategy
Architectural processes and product quality
Optimize architectural workflows, enhance product development, and ensure high standards of quality throughout the design and production phases
Development of efficient workflows
Within the whole company in accordance with business goals and priorities (from hiring to SDLC). Standardization and unification. Day-to-day routine
Delivery and Project management
Elevating performance management
Enhancing performance reviews, strengthening employee engagement surveys, and advancing eNPS improvement
Supporting organizational change implementations
Empowering leadership
Collaborating with leaders at all levels, building effective communication, delegation, development, initiative, handling complex subordinates, profiling, strategy and operations, and emotional intelligence
From Challenges to Triumphs
Achieving goals despite difficulties with the resources at hand
The stories are taken from my experience
Input: Three months of development. Second deadline extension. Overtimes. Exhausted team. Bugs. Dissatisfied stakeholders.
Result: New timelines. Released the product on time with a tight schedule, but without excessive overtime. Updated the team setup and changed the processes. Provided stakeholders with timely status reports on each stage and a clear plan for further improvements
Established and led an Architectural team from scratch to replace the current product core (8+ years old) with one that aligns with new product requirements and development speed. Search, selection, and implementation of a new architecture. Over a span of 6+ months, this project encompassed the comprehensive upgrade of the core system, dependencies, communication infrastructure, and a complex plugin system.
Input: Six products. Mismatched development flows. Release speed and frequency behind the product team's requirements. The workload is unevenly distributed.
Result: SDLC, Standardization of essential Jira workflows, RnD Metrics, Support Metrics, Release readiness. Updated hiring strategy. Long-term unification plan. Alteration of PdM and RnD's communications.
Transforming the Miro core and its entire ecosystem into a new reality: Creating and executing a roadmap from design to implementation. Estimation, Capacity analyses, Risk management, Outsourcing management. A roadmap spanning 1.5 years. The timeline was only extended by +1 month from the initial plan.
Moderated a conflict between two C-level members (CPO and VP) that were impeding the progress on a company-wide project. Released the project and set up rules to split the areas of responsibility.
Identified team issues and initiated behaviour and process changes, resulting in a 10-point increase in eNPS for the development unit.
Developed a comprehensive set of actions and communication strategies to introduce initially unpopular decisions while successfully retaining all key members and maintaining a positive eNPS. (Bringing all team members back to the office)
- Run dozens of master classes/education sessions (e.g. Feedback, Emotional intelligence, Daily Leadership)
- Hired and developed teams in different locations remotely (built teams from scratch in Berlin, Amsterdam, hired and organized people around the globe)
- Mentored а CTO, a lead of developers, and engineering managers. Grown up 7+ leaders from engineers in my teams
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