I am managing two development teams with 7 developers in each. One of them is the R&D team which explores and examines new technologies and then helps game teams to use them in new products. The team support and develop the Client Platform – one of the most critical parts of the company solution.

Working for a fintech company with many payment connectors, I significantly reorganised and improved the development process there. I changed the structure of the development department. Instead of two teams of 30 programmers and 5 quality assurance engineers, I formed four teams of programmers and QA. Also, I successfully implemented the Spotify model with Guilds, Tribes and Squads. Scrum was implemented in all development teams, while Kanban was implemented in the IT Support department. These enhancements allowed departments to prioritise requirements correctly, create clear quarter plans, track their implementation, and make necessary changes. As a result of the new methodology, planning became more precise and clear.

My project involved integrating one of the most popular mapping systems with high-end automobiles. I was in charge of two teams, each with ten developers. I managed the development of Navigation and UI for top-level cars. We successfully developed and supported a navigation module for a classic car and later adapted it for electronic vehicles. I was in charge of contact with customers, team processes, and delivery. One team was using Kanban to determine release dates and uncertain scope. Another team followed the Scrum methodology, with biweekly sprints, User Stories, and Story Point estimations. Aside from that, I was an Error Manager that dealt with support bugs.

For a British customer – one of the biggest betting companies, we created and maintained several gambling websites: slots, roulette, poker, and so on. There were 19 developers in two teams. We worked directly with Israeli Product Owners and QA teams from the United Kingdom and India. We used Scrum of Scrums to coordinate our activities with other teams.

Our product consisted of an iOS app and a website for completing surveys in clinics. It also had a web-based survey builder. Many varied questions and complicated logic were included in our surveys. The entire system was installed in major US hospitals and processed patient data. I was in charge of facilitating communication between the designers, iOS, and PHP teams, managing clinic integrations and developing product requirements. A total of 15 people were involved in the project. I was collaborating with the American CTO and Product Owner daily. The development crew was dispersed around Ukraine, including Kyiv, Lviv, Odesa, and Simferopol. We were working using Scrum. Besides the software development process, I handled administrative tasks.

My teams have created new modules for the Racing Post site (http://www.racingpost.com). In addition, I led a few teams and helped them enhance their software development processes. I managed the development of high-load projects, requirements estimation, and code reviews.

Developed several modules for Magento.

I was working on a website and created an ad management module. It offered automatic ad creation, Google AdWords posting, and synchronisation, among other things).

Developed one of the largest e-shops (sokol.ua) at the time and supported several other sites. However, I was the only developer who created a big and successful e-shop from scratch.