“Being humble doesn’t mean that you are not assertive.” Veselin Pavlov, Sr. Engineering Manager at Dreamix, shared his experience on our culture of leadership in IT, team structure and the importance of industry domain knowledge. Check out this episode of Leaders to Leaders and watch the video on Youtube!
When we join a project, initially we don’t start with “oh, this needs to be improved, this needs to be fixed, you need unit tests, you need static code analysers”, etc. Our main idea in the beginning when it’s an existing project is to join and see how the people work. Because oftentimes there might be business or technical restrictions. In some cases we need a test environment, but for example, the testing tool is too costly.
And you need to make a decision: is there some other way that we can validate the features without having a testing environment for each feature, for example.
They want people who are involved in the project and they contribute to the whole idea and they check the bigger context of the project. Not just one specific task. And this is something our partners appreciate and we all do it. In our culture everyone is responsible for the product or project and everyone openly shares their ideas.
Humbleness, leadership in IT and entrepreneurship
Being humble doesn’t mean that you are not assertive.
At the end we strive to reach the end goal. That is, to launch the product and to produce value for the customers and the users. And if you see that something is hurting the project and the product you need to raise a voice and announce this. To the partners or to the technical architects or whoever can respond to this issue that you saw. Many of our teammates have this entrepreneurial mindset. They are very happy to help with defining the requirements, digging deeper in the business logic and customer needs. This is what is true leadership in IT.
How we structure our team
Depending on the demand we have several developers. If we have a UI part where we need to implement something with React or Angular we add specific people with this knowhow. And if we need to contribute to the backend we also add a senior backend person. And usually we also have a DevOps person who is helping to set up the continuous integration and continuous deployment pipelines.
We also have QAs in the teams that establish the testing strategy and also do manual testing in the beginning and decide on what automation tests can be done. We have local product owners that discuss and get the vision and the ideas of the stakeholders and they afterwards make the descriptions understandable by the developers.
The importance of industry domain knowledge for leadership in IT
When I first started to work on projects related to transportation there were a lot of new things, like EDI messages or EDI fact format and this is something, which is specifically used in the communication between transportation systems and it takes you a week or more only for research.
Then you need to research libraries that are mapping between your classes and this data that the other systems can send. Also having knowledge about how to design the domain, like what objects to have in your code and in your domain and then how to sort them in the database can also have tremendous impact. For instance, when you start with a wrong design. When you generate 2 million shipments and notice that your performance is not that great, it is already too late.
Since we already tackled such issues we can predict them in advance. We have also done integrations with customs systems, like UK customs. There is the chief system which is handling the digital customs declarations and when you have done it already, you will cut the time needed in half.
If your company needs a IT experts with field expertise and leadership in IT, like Veselin’s, don’t hesitate to reach us.
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