Marko Ladika

• Delivered the digitization of a complete product development process. It enabled new product development to be managed digitally without the need for outside email communication, which was used only for notification purposes.
• Project managers collaborated with team members over the digital platform, performed requirement analysis, and documentation approval, managed time plans, Gantt charts, and stage-gate transitions.
• The platform also enabled for resource management and team member pooling in the organization. It delivered a direct digital line from new idea inception to management board approval and decision distribution, thereby shortening the time-to-market for new products.

• Delivered new mobile applications for Android and iOS. It offered complete service and bills management for residential telecommunications users, digitalizing the way users interacted with the product.
• The application enabled the management of mobile and fixed services. Users could purchase additional services, change plans, add speed upgrades, change TV packages, raise issues, and track resolutions.
• Payment was enabled with a card payment gateway allowing customers to pay any outstanding amount and download the latest bills instantly.
• Introduced product vision and roadmap with the delivery of specific parts of the application. Each roadmap item was defined as a project that a separate project manager oversaw. The overall team consisted of more than 100 members with a core team of 20. Multiple external vendors were included for the front end, applications, and middleware development. They worked remote from three countries alongside our internal development.
• Introduced tools for remote team management and online collaboration. Each development team had their Scrum in place with different iteration duration and setup weekly coordination with site Scrum masters and project managers to keep the project on track.
• Delivered a methodology for application testing on physical and virtual devices with automated regression tests.

• Performed an initial technology selection plan based on high-level input from departments on process automation. Conducted RFI and RFP procedures to select the best external vendor and solution for the automation of activities performed on web and desktop applications.
• Setup workshops with the vendor and internal departments for the selection, review, and documentation of selected processes. Placed focus on inspecting for manual interruption in process or direct communication with users in customer service processes that could break automation.
• Defined process inputs and outputs with a central report service to track the successful execution of every process. The internal IT department defined the architecture and procured the needed hardware and software for the overall solution, which ran on several physical servers and multiple virtual devices.
• Scrum was put in place to work with external development and internal process owners. Sprint durations were set to one week, as that was the time needed for automating processes. After a successful project end, process automation and implemented tools were transitioned to a new department for future use and the automation of new processes.

• One of the products developed for a medical tourism startup was a CRM application intended for use in small clinics. It enabled resource management of doctor and infirmary availability and the booking of new appointments with direct integration in the clinic web portal.
• SMS and email clients were integrated into the CRM with a direct connection to existing mailboxes. Clinic staff could communicate with users over the CRM. The base of the CRM was Drupal 7, on which custom modules, rules, the calendar, and CRM entities were defined.
• The product was tested with several clinics. It as built in-house.
• AWS was used for the underlying Cloud architecture. The content was decoupled from the computing side as attachments that were sent over email were large in size and thus stored on AWS S3 storage service. This enabled defining fault-tolerant solutions as an AWS auto-scaling instance group was set up for instance management. The database engine was MySQL and run on AWS RDS database service.