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Nicolas De Nayer

Nicolas De Nayer

VP Engineering at Doctolib

 LinkedIn profile

Seniority

10 Years

Hierarchy

Executive

Management Experience

Delegate
Productivity
Team processes

Hello! I'm Nicolas. I’m currently VP engineering @Doctolib; tech team of 80 souls. I’ve started my career as a software engineer in 2008. I’ve been an engineering manager for over 5 years @OCTO then @Viadeo.

Hey, I'm available every Wednesday at 4:30 PM (GMT)

Next time slot available
  December 2, 2020
  4:30 PM (GMT)

Stories

Stepping into the Role of Tech Holder
17 September

Nicolas De Nayer, VP of engineering at Doctolib, discusses what it means to be a tech holder and how the creation of this role has helped to build a more impactful & reliable product while making the job of developers more engaging.

Delegate
Different Skillsets
Motivation
Ownership
EM
Nicolas De Nayer

Nicolas De Nayer

VP Engineering at Doctolib

Creating a Full-Bodied Manager Career Trajectory
24 September

Nicolas De Nayer, VP of engineering at Doctolib, became overwhelmed with managing teams when his company grew from 4 to 150 people in a span of four years. He details his experience in ensuring his engineers had clear career paths.

Career Path
Personal growth
EM
Nicolas De Nayer

Nicolas De Nayer

VP Engineering at Doctolib

The Push to Production Process Not Respected
6 December

Nicolas develops an algorithm to reduce the number of errors his developers are making.

Team processes
Dev Processes
Underperformance
Productivity
EM
Nicolas De Nayer

Nicolas De Nayer

VP Engineering at Doctolib

Team Members Who Miss the Daily Standup Meeting
6 December

Nicolas finds a positive way to ensure his engineers attend Doctolib’s daily stand-up meetings.

Company Culture
Productivity
Fairness
Team processes
Internal Communication
EM
Nicolas De Nayer

Nicolas De Nayer

VP Engineering at Doctolib

Managing to delegate as the company grows
6 December

Nicolas helped his company’s founders to delegate and give more responsibility to their developers, and thus to reduce the pressure on their shoulders.

Delegate
Dev Processes
Convincing
Scaling Team
Team processes
Underperformance
Health / Stress / Burn-Out
Productivity
EM
Nicolas De Nayer

Nicolas De Nayer

VP Engineering at Doctolib

Videos

Plato event #2 (Paris) - Part 4/7 - Differences between Eng Management in Fr and US
Sebastien PrenetaJean-Baptiste PringueyNicolas De Nayer

Experience

Plato mentor - Engineering Leadership

Plato

Jan 2017 - current

Plato (www.platohq.com) is a network of great Engineering Leaders to find your perfect mentor for your management/leadership challenges.

VP of engineering

Doctolib

Nov 2015 - current

When I first joined Doctolib three years ago, the company consisted of roughly one hundred people, and the tech team was made up of four. The two founders, and former CTOs, where looking for someone to scale the team, which is where I came in. In the beginning, as VP of engineering I worked on many different jobs, such as: \- setting up a new data center while ensuring the ability to switch from one to another in less than ten minutes \- hiring the first developers, product owners, engineering managers, followed by scaling the hiring process and then finding and coaching an HR team to do the same \- establishing a mindset of continuous improvement throughout all aspects of work \- defining a crisis process \- setting up processes such as bug management, technical debt, project tracking, continuous integration, etc. As it stands, Doctolib has currently seven hundred employees, 120 of which belong to the Tech and Product team. I am now responsible for keeping the teams' organization on track, as well as monitoring and reporting on projects. My focus is currently on development as we delegate product to a CPO and the run to a VP of IT Operations. The level of growth and scaling Doctolib has seen has only been made possible by an exemplary team of engineering managers hired from across rather diverse horizons and backgrounds such as: Amazon, Google, Bloomberg, Octo Technology, etc. From this experience it is clear that beyond specific skills, the most efficient way to scale a team quickly is to be adaptive. Every tool, process, and methodology will work for a certain period of time but the key factor to success is to build a team with a mindset that values and seeks out continuous improvement, making the right changes at the right time.

Engineering Manager

Viadeo

Sep 2013 - Oct 2015

I took charge of a core team of backend developers with the goal to transform it into an autonomous product team. Now we have our own product line: Find & Connect. We are in charge of multiple critical features like People You May Know, Direct Contact Request, Let’s meet, etc. Both, the product owner and myself, worked hard to adopt the lean startup approach: how to validate our hypothesis from our final users at minimal cost. • Find the right profiles to build a complementary team • Work hand-to-hand with the product to find the best way to develop their ideas • Help team members become full stack developers by doing cross TDD training between Front/Back on Node.js, peer programming on scripts with our ops, etc. • Develop a culture of ownership for each team member on every part of the code • Manage the technical debt by maintaining a backlog of technical improvements and incorporate them in the roadmap

Agile Coach

Viadeo

Oct 2012 - May 2013

As a coach I helped the IT department (80 people) in a 1-year transition to a full agile company. • Perform product teams agile transformation (PO + Developers) • Manage strong continuous improvement in the agile process • Evangelize development best practices • Train development teams to TDD • Train Product Owners to Agile project management • Manage and organize knowledge sharing meetup Keywords: Agile, Kanban, enterprise agile transformation, team coaching

Software architect - Technical Leader - Agile Coach

Corsairfly

Jul 2011 - Sep 2012

We built a new platform for pilots and flight attendants to simplify the flight report workflow. Included an iPad application, a REST API and the company’s BPM software. Support of development teams about architecture and iterative development. In charge of the testing strategy (unit, integration and functional) Implementation of the software factory (build, functional tests, deployment) Keywords: Java, Vaadin, Spring, Hibernate, Activiti, Camel

Rails developer

SKILLSTAR- MANGAS GAMING

Mar 2011 - Jun 2011

I had the chance to join a team of experts in Rails and learn this framework in a startup-oriented environment. Keywords: Rails, Ruby, JavaScript, HTML5, CSS3

Software architect - Agile coach - Tech Lead

OCTO Technology

May 2010 - Jun 2013

As a consultant I have been a software architect, technical leader and agile coach - in the media and web division of OCTO for various clients. Not only was I responsible for setting up software factories and making developers write unit tests, code, etc., but my roles and responsibilities involved extensive innovation, technical expertise and also personalized coaching to help developers structure their activities and maintain their motivation.

Technical Lead

PagesJaunes

Sep 2009 - Apr 2010

I had to set up and manage a team in charge of rebuilding the homepage. The goals were to improve response time, SEO and time to market. • Support of the development team about agile practices and development practices (TDD, continuous integration) • Support of Product Owner about specification and prioritization Keywords: J2EE, Spring, Hibernate, Maven, GreenPepper

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