Answers

at 12 I can build thing create websites. HTML/CSS/PHP and javascript early on at the time there was siteduzero which was a forum back in 2008. project section, worked for server hosting project // web radio // referencing all the event places in france with marketing strategy (all this with 15) worked with 3 or 4 people remote // driver was always to create stuff not to learn code // lacked knowledge and lacked theory and joined university had BTS in IT (2012) // Dojo Mobile (2013)

maker, hacking things, learning on the job

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Software engineer PHP/Symfony/Java development for three years and then went into mobile development and iOS and Android (started working mainly on Android as there was already a lead iOS team). They ported an app from iOS to Android and became Lead Android developer.

App 1: retail app for consumers, coupon app with SMS messages. growth via SMS (install our app), then messages

App 2: Tool to send "campaigns" from Stores to followers of those customers who have install the app and decide to follow

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naive. not enough questions. too much of a believer in the new PO and the Agile. I realised that they were not able to communicate properly on the core aspects of the product and where the problems really were lying (vision on the product and business).

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CTO and then they hired a lead iOS developer

CTO was as a human a good person. he wasn't able to admit that he was wrong, and not able to handle the business side and push back.

my first boss and learned a hell of a about the methodology even though i don't use those methods really anymore

Bad methodology, quickly without lack of technical basis, technical debt was high, highly focused on sales, built on a bunch of hacks to meet the needs of a specific client. there become huge technological debt. they spent a lot of time constantly pivoting. the team. The line of communication became fucked up. Bad for me as a person and wanted to move to Paris and be able to to see how things work well in other companies. I was not able to grow in this company. Since two years, they were 120 and today the company is probably 2 of the employees that were there when i was there.

Strategic lines (cloud deployment), team management and scrum mastering in the team. inspired by literature and theory from the agile movement and design thinking.

Dev on cloud migration and and scrum (was working to engender that culture). Suggestions, questions.

Continuous Integration. Dockers. Worked closely with product manager to ascertain. Cloud deployment. App engine, memory store. First Node deployment. Chat bot. Implement a search mechanism for chat search (R&D). Built all User stories for Search. What does Search actually mean for the product and not just a technical solution.

under evaluating things, over estimating the capacity of the team. ambition was to migrate to the cloud for scalability and management was too optimistic. I believed what Management told me. He should have challenged from the beginning.

CTO, VP engineering, 2 devs (full stack) and a Product Manager London.

CTO - not VP engineering is the CTO and the CTO is co-founder and product vision.

very optimistic and not challenging enough. ideally we should have broken down small objectives. base ourselves reality rather than pie in the sky.

good listener and asked good questions. and delegated a lot and realied on the team to know the better solution. setting client objectives and product objectives. and was a coder that was alone for five years and built that product and built a lot of technical debt and knew that the code wasn't beautiful, and based on the new standards we need to move on.

six month ago in August 2019 - first six month of 2019 were really motivating and then realised they were biting off more than they could chew with far too many Epics. I took a lot on my shoulders but I know that there is a lot going on. I wasn't satistified at all, i wasn't feeling success. I loved the team. It was a difficult decision and I took 6 months to make the decision and told the boss that I would leave but only based on the conditions that he sets out for me.

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Solid team. Slightly structure and larger. Doesn't want to fall back in a team where he has to organised everything. Good technique comes from the good product. Directives and objectives (effect tunnel, technical debt) improve the communication between the product.

Lack of product vision, without business and clients. doesn't need necessarily to drive. wants devs to be happy and client success. without those then it doesn't make any sense.

Product Manager big fan of Marty Cagan and in the last 6 months started working on the Product side of things and really started measuring and multiplied by 3 or 4. I applied something that worked! and it took me 6 months to implement it. Metric was "no on was using the Chatbot - the MVP was built with the vision of the CEO". Engagement, deliver content, hired a text editor, better scenarios, they used Landbot to let client success to do scenarios. The success wasn't entirely technical and only started coding at the end.

I don't idealise anything. Mixpanel I love. Firebase and product analysis tools.

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