Marko Stevanovic

Managed seven developers, QA, and a designer in a project of moving from Django templates used for rendering CRM pages to single page application written in Angular using API endpoints. I was highly involved in the definition of API endpoints, setting requirements, and defining the behavior of the Angular app in terms when should each endpoint be called and what should the app do after that.
We were working on a tight schedule, as this migration was needed in order to develop some features requested by clients so we needed it to be done asap, and I had to make a lot of crucial decisions.
In the end, we delivered on time and built scalable and maintainable code which was used for another four years without major bugs.

Managed release process for two development teams—one had five devs and the second one had ten developers. During the period of 1-2 years, I was responsible for planning when the features would be merged with the master branch and released and deployed for each of the 20+ clients. That included the organization of manual QA process, so three additional QA team members had to be in sync with the rest of the teams. I was the main communication point, making sure everyone is in the loop.
Besides the technical organization of the process, I was one of the key members of the team making strategic product decisions, deciding which feature would be included in the standard offering, and which ones would be additional/optional.

Due to the legal/regulatory deadline, the project had an intense schedule, so I organized a prioritization workshop with the client to identify MVP. We defined the importance of each feature and roadmap for delivery.
The product was registration forms with custom rules that should trigger additional questions based on previous answers, and scoring each answer and calculating the total score based on which that application will be either allowed to open an account or denied.
The situation was tricky because we had two weeks before the deadline imposed by the regulatory body, so missing the deadline would create a significant business loss for the client. As it was clear that it's not possible to deliver the product in whole based on initial requirements, we had to discover the middle ground between what's necessary in order to get the license and the initial specification.
Managed to keep the situation under control, provide the client with a peaceful mind regarding the delivery of the MVP, so everything went smoothly, even though their business was in danger and they had every right to feel anxious.

Defined support processes for one of the biggest Forex companies in the world, AvaTrade from Israel. Successfully managed the support team to keep response times within SLA requirements. Created release update emails with multimedia like gifs and videos, along with the creation of the knowledgebase.
Questions and issues were more like L2 type of work, as the client used the product's API heavily, so most of the questions were technical in nature. Using my technical expertise, I managed to onboard and mentor support team members to be able to provide answers on 50% of those technical questions, which is a huge success, reducing the load on the development team.

An important marketing campaign was planned by the client, and their marketing team required tracking snippets from Google Tag Manager (GTM) to be implemented on customer portal pages so they can track them through sales funnel.
The challenge was to precisely define when should each action be recorded, defining triggers on the customer portal's side. Triggers included rules like when the user clicks on deposit but never finishes the deposit process, a notification to GTM snippet is sent to track it. Based on this data, the client was able to re-target clients in their marketing campaigns.
The project was delivered on time, and the client was able to start with their planned marketing campaign.