Leader of the technical team of the company, particularly building products and building services that embody specific technologies that benefit those products. Research management and organization development. Furthermore I act as SCRUM master during the whole life cycle of the developed projects.
During the last two years as CTO at Fav24 I mainly followed two action lines.
- Achieve the technological edge level that a modern startup needs to be competitive and attractive.
- Get the IT department on rails with an agile methodology.
The technological challenge:
The IT department was very heterogeneous due to the fact that we have to support 100% native developments for every mobile platform (iOS, Android and Windows Phone). This was the first challenge I faced at Fav24. I had to get familiar with every platform peculiarity in terms of, for example, continuous integration, device limitations like different ways for identifying a device, different push notification engines and so on.
The second challenge was to build a backend capable of supporting millions of users without increasing infrastructure costs linearly.
The two main actions we took at architecture level in order to achieve this goal were, first using AWS and a good enough amount of its API features to schedule our backend size depending on user’s activity; secondly we dockerized our entire backend stack to simplify our scalability.
In terms of software architecture decisions, we started using spring boot in conjunction to spring cloud (netflix technology), in order to get an internal flexible and scalable micro services-oriented architecture, and a simple and easy to use API on the external side.
Any methodology was implanted, and no guidelines were followed to ensure the development process.
During the first months I tried to figure out how I could deploy a methodology framework, without giving the CEO the sensation of loss of control at any time. Finally I decided to hire Agilar services to help all the team, including the CEO put in place the Scrum framework.
This process, even sometimes hard and complex, changed dramatically the productivity and quality of every development, and we were able to get metrics about our progress and development speed, giving more control to the product owner and the CEO.
Now I can confirm that both action lines have succeeded, even though both must be periodically and closely followed, in order to prevent the loss of focus.