Raphael Molesim

The team I headed had 15 people, including developers, architects, designers, QAs, and product managers. The risk I managed was a payment gateway partner, as we wanted the transaction to be at an affordable price, and technical integration because the client’s app was developed using an obsolete Angular version not compatible with the current Angular version.

I managed two teams. One of them designed the campaigns, including setting the target audience, creating the communication rules, scheduling the launch, etc. The other team worked on implementing the campaigns, including configuring a bulk SMS, implementing a decision-making tree, setting up a control group, and more. We increased the revenue from 30% to 80% in four months.

I structured a portfolio review session at the bank. The portfolio had about 100 initiatives. I created a calendar, communicated with stakeholders, informed the team about strategic planning, and reported the governance evolution to an executive committee.

The project aimed to develop a payroll enrolment mobile app to make enrollment easier for a new company. The project was behind schedule, and the vendor team was progressing very slowly. To speed up, I brought a new team from another vendor. I agreed with the new vendor that the estimation was going to be done by the vendor in place. After a few sprints, I realized the story points/developer rate from the first vendor was 50% slower than the second vendor when I extracted code metrics from the two teams’ codebase, and I also realized the metrics show significantly better scores for development practices from the second vendor. With this data, we could discuss with the second vendor how to improve their scores, as they brought in more senior developers, and we agreed to set a new standard for quality and speed.