Not Company Values

“You are entirely correct but you’ve also horribly failed your task. You are way off track. These are not values”. Gal said after I showed him The Triangle, what would become the philosophical layer and guidelines of Silo’s architecture.

Impermanent Continuous Chaos: Customer Experience and [In]stability

The boog’s first article, I don’t know, ended with the one one thing we knew for sure - the customer expectations. Not only that, Silo’s device design, patents and future marketing were all about the customer experience. I remember the first time we showcased the device, repeating again and again “Silo is the world’s smartest and easiest vacuum sealer - ever!”. There are other vacuum sealers in the market, but ours is the most user friendly that will ever be.

We Were Born to Run: [In]stability and Velocity

As I expected an endless stream of tasks, one of the first things I needed as an engineering manager was to manage them. I needed to manage tasks and my team. As I was sprinting (pun intended) towards signing up to Jira, I halted my horses thinking to myself “you know how to use Jira, do you know why you use Jira?”. Historically speaking the answer is because until now I’ve always joined a company that already used Jira, so naturally I wanted to go with what I know.

The Road to Know-where: Velocity and Customer Experience

The effect Velocity has on Customer Experience/satisfaction is quite the obvious. You must keep your customers, internal (product, management) and external (end users) alike, satisfied through the years. That would require either perfecting/optimizing/tuning current experiences or creation of new ones. That is work to be done. A drop in Velocity means not meeting customer demands in time, better known as milestones and deadlines.

The Self Inspector: Culture Drops

I’ve opened this series of articles with a conversation I had with my mentor about Company Values. Another interesting conversation we had was iterating and optimizing the company’s workflows and culture. As an industrial engineer it was no news to me, but as an engineering manager it was. I had to ask myself what is it in our development culture that causes Velocity drops. When was the last time you questioned yourself… about yourself? What is it that you as a manager do that causes Velocity drops? What can you do to prevent them?