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Topic - 22 Stories
Director of Engineering, Test at BlackLine Systems, Inc.
Building Effective Test Frameworks: Lessons from My Experience
In today's agile software development era, building and maintaining effective test automation is crucial for delivering high-quality software products. Building a test framework can be complex and challenging, but with the right approach and mindset, it can be a rewarding endeavor. To navigate through the complexities, it is important to understand the architecture of your application, identify the tools and skill sets of your team, design for reusability and maintainability, implement a robust test data strategy, utilize CI/CD pipelines, and implement effective logging and reporting mechanisms. Documenting your approach and seeking input from stakeholders is also essential. After implementing the framework, thorough documentation and knowledge sharing within the team are important for adoption and maintenance. Continuous learning and enhancement, overcoming frustration and self-doubt, and embracing others' opinions and feedback are also key factors in building an effective test framework. By following these strategies, you can successfully build a test framework that contributes to the success of your team and organization.
Engineering Manager at Atlassian
How to Encourage Innovation in a Large Organization
This article discusses the experience of introducing a company-wide, five-day hackathon to motivate engineers and unleash innovation. The hackathon was organized virtually and included 200 people. Themes were chosen to ensure accountability and guardrails were put in place to allow people to operate freely. Mentors were assigned to teams and side events were organized to keep the mood light. In the end, 60% of the ideas were shipped into production. The article also outlines lessons learned from the experience, such as the importance of having boundaries and success criteria for hackathons, and the need for collaboration and delegation.
Chief AI and Business at Nodeflux
Navigating Partnerships with Unicorns and Large Enterprises: Protecting AI Startups' Interests
This article explores the challenges faced by AI startups when partnering with unicorns and large enterprises, and provides strategies to protect their interests. It suggests engaging legal expertise to negotiate favorable terms and review contractual agreements, implementing NDAs and non-compete agreements, and considering jurisdiction and governing law. On the technical side, it recommends encryption, access controls, authorization, watermarking, model protection, federated learning, secure collaboration frameworks, and regular auditing and monitoring. By combining legal and technical safeguards, AI startups can mitigate the risks of theft or unauthorized usage of their AI models.
Sr. Product Manager II at HashiCorp
Finding the Career Path for You
This article discusses the importance of pivoting through different roles in order to achieve personal and professional satisfaction in a product management career path. The author shares their experience of transitioning from a product development and engineering career path to a product management leadership role, only to find that the added responsibilities were not what they had expected. They eventually downsized to an individual contributor role, where they could focus on technology innovation. The article emphasizes the importance of taking risks and measuring success/failures in order to achieve transformative success.
CTO & Founder at InfraCloud
Using A Demo To Solve A Dispute
Two engineers faced resistance when exploring a technology to use in development, so they created a demo to prove its usefulness and gain buy-in from their manager and team. The demo was successful, and the technology was implemented across the team. This experience taught them that data and demos can be effective tools for resolving conflicts about technology decisions.
Director of Engineering at Instacart
Team Development Framework for new managers
When transitioning from an Individual Contributor to a Manager, it can feel overwhelming. This post focuses on the mindset shift needed to better utilize the advice available for new Managers. The key difference between the two roles is the core action (Developing code vs. Developing team) and how it is done (high quality vs. high engagement). Managers must have a core set of skills such as building trust, active listening, decision-making, and emotional intelligence. Despite having the development framework and required skills, being a Manager is still hard due to the high cost of being wrong, solutions not always being logical, and non-determinism.
Co-founder and CTO at Sezzle
Discovering Non-Traditional Pathways to Success
This is the story of a software engineering intern who, without a college degree, worked his way up to become the CTO/co-founder of a startup. He began tinkering with technology in middle school and continued to develop his skills in high school and college. He joined a startup through an online tech group and worked with the CEO to develop a product that would give users cashback rewards for paying with their bank. Through many iterations, he grew into the team lead position and eventually the VP of engineering, helping to manage the product and find the right product-market fit.
VP of Product at Real Eyes
Taking a Product from Inception to Market
This is a story of a successful product launch from idea to market in three months. The product was an advertising technology company, a demand-side platform, that allowed customers to buy ad space in real-time bidding exchanges. The team needed to prove to advertisers that the investment was worth it from an ROI perspective, so they studied foot traffic measurements and built a proof-of-concept of their own foot traffic measurement product. After validating the findings, they created training and pitch materials to present to potential clients. They imposed budget constraints to get the ideal volume of use and traffic for their study. Ultimately, they were able to get the product to market before they ran out of resources.
Software Architect; ex-Engineering Director at Inditex
Mentors New Leaders, expertise in SDLC in different industries as videogame or ecommerce.
CTO at Virgin Pulse
Software Executive | Strategy | Vision | M&A | Transformation | B2B | SaaS
Delivery, Operations & Transformation Leader at Marais Consulting Inc
I help engineering leaders build healthy, inclusive teams and the processes & systems to support them
Quality Engineering technical leader.
Head of Engineering at Naranja X ⭐⭐⭐
Telemedicine Researcher / Plants Lover / Enthusiast Basketball Player
Professional coach & consultant in Leadership and Digital Transformation at Veepee
ex VP of Engineering & VP Products @ Veepee
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Chief Product & Technology Officer (CPTO) at Perkbox
How to Tap Into Latent User Demand in a Marketplace
Goibibo, the largest B2C player in the hotel industry, found a new area of growth by creating a product called "Hourly Bookings" to cater to the latent demand of users who only wanted hotels for a few hours. They identified customer needs and target locations, spoke to sellers, and ran a proof of concept. The proof of concept helped them identify what works and what needs to be improved upon, and they created a playbook to quickly scale the product in multiple cities. This taught them the value of building a playbook and keeping an eye on new trends.
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