I'm managing a team of 50+ engineers across software, firmware and hardware. The team is distributed across SF and Amsterdam.
I'm currently working on large scale organizational projects.
Remix builds software for transportation planners, helping them making informed decisions that lead to better cities.
During my time at Remix I:
All of this while keeping the high caliber and the stability of the engineering team and the quality of our technology and delivery process.
I joined when the company was 11 people and left when we were 260 and raised over $150M. It was quite a ride that saw me help the engineering team grow from 5 to more than 40 in 3 years. My responsibilties shifted over the years but in a nutshell, I was always responsible to deliver amazing product. I spent my last two years as VP Engineering and doubled the size of the team while continuously staying a well oiled machine. My proudest achievements:
I was an intrapreneur for the biggest classifieds ads company in France and brought chooseyourboss to market with my cofounder. I did a little bit of everything, from defining to building the product through selling it. We were a two people army. That meant:
We basically applied the lean startup technique (it was all the rage at the time).
I spent most of those 4 years helping teams build better products faster. I did this in massive companies and smaller ones alike, mostly in the media and finance industry. My missions always revolved around either change management (making a team better) or bringing a product to market.
I did this by applying process and methodologies and building the tooling to support them. This is when I became an expert in agile methodologies (it was cool back in the days :)). This is also where I learnt that great process was useless without the right people and the right tooling (CI/CD, automated tests etc.).