October 4, 2017 – For more than 10 years I was responsible for building technical teams from scratch for several companies. All of those were great successes. Teams has been formulated (from 0 to 25 , 40, and 60 team members). All processes for the software development have been established and implemented (including CI/CD pipelines, quality assurance, cross team cooperation, software architecture standards and coding principles).
So, when I joined Twill as a Chief Technology Officer, in February 2017, one of the main tasks was replacing the team of contractors with permanent Twill-ers (software developers, QA engineers). It would be the easiest task I could imagine. But it didn’t quite turn out that way.
What the heck happened? What made this particular one so difficult? Why was I not able to build a strong technical organization, able to support our fast-growing venture, even within 4 months???
There were certainly several major reasons. One, which I consider as the most important, was my underestimating of being put into a new environment, outside of my huge professional network in Poland. It became so clear that moving into another country (or even city) is like ripping up roots. You have to invest an incredible amount of effort to build any kind of a new network, became familiar with the working culture, but also local manners, ways of reaching out to people. You have to spend most of the time on searching, talking to people, to head hunters, simply asking everyone if they would want to help you, or simply work with you.
Sometimes, I was losing my sense of reality, trying to talk to every single person who pinged me on LinkedIn, investing my time into searching google for any sources, even those not verified but promising wonders. That was not only exhausting for me, but also put tension and unnecessary pressure on the other team members. This was a dead end.
At some point, I changed my mind and approach. I let the team focus on only selected and proven sources, focus on the prioritized openings. Learning for me is that every place is different. In some places, you use huge network of head hunters, in the other you use only one but, in yet another one you use only personal recommendations.
It was more than fortunate that I joined Twill as my first real abroad work. The management team here is extremely supportive. They are more than committed into making this venture a success, not only inside their areas of responsibilities, but also outside. Thanks to this I was introduced to several different sourcing funnels, met people who could help me and Ramona, our Head of People, to actually get candidates and finally hires.
At the same time, I also tried my known network in Poland, and thanks to this we were able to quite quickly find and attract several strong developers in Gdansk, opening a new Twill office in Poland on September 18th.
As of now, we have a very strong team of experienced professionals, able to deliver business needs, but also to redesign and rebuild the left over from the MVP (minimal viable product) stage. We also have very well thought-through organizational design implemented (I’ll talk more about this in one of the next posts).
Does it mean I’m done? No way. I will work on the next phases of this journey, building bigger tech teams, splitting responsibilities and people into more self-driven and effective teams, growing Twill tech culture, encouraging each and everyone to experiment and innovate. To really disrupt the logistics industry. Keep it simple, keep it strong, keep it Twill.
By Marcin Kulawik, CTO, Twill.