Vinicio Anthone

My role in leading the LINE Developer Products API project was deeply rooted in project management and facilitation. I orchestrated several project lifecycles, from inception to deployment, utilizing Agile methodologies to ensure efficient progress and adaptability.

My involvement extended to establishing clear communication channels between engineering and business teams, facilitating seamless collaboration and alignment on project objectives. I gathered and communicated user requirements and improvements to development leads, ensuring the product evolved in line with user needs and expectations.

Organizing and leading workshops in various global offices, including Japan, Taiwan, Thailand, Korea, and Indonesia, was essential to my role. These workshops aimed to educate and inform about our products and services, standardizing knowledge and usage across different regions.

My project management skills were pivotal in the roadmap organization and stakeholder communication. I coordinated with all involved parties, ensuring clarity on the project's direction and milestones. This comprehensive approach was fundamental to the project's coherent development and successful rollout.

Led transformations within Agile principles and guided multiple development teams towards enhanced performance and self-management while effectively addressing conflicts and impediments. These teams were initially released bi-monthly and evolved to ship products efficiently every week. This shift marked a significant change from their previous, siloed approach, lacking direct business engagement. We transformed this dynamic by involving stakeholders more actively, enabling continuous feedback to inspect and adapt products effectively.

Continuous improvement became a core part of the team, opening doors to experimentation and significantly boosting team morale. This shift was in process and mindset, aligning the team more closely with organizational goals. My interactions with management were instrumental in granting the teams sufficient autonomy to self-manage. This autonomy led to increased transparency, a heightened sense of ownership, and greater job satisfaction among team members. The overall morale of the teams saw a notable uplift, reflected in their performance and productivity.

The result was a high-performing team, agile in adapting to changes and more aligned with the company's strategic vision.

As a scrum master, I led the startup of a scrum team, guiding them towards high performance. Initially, I worked with traditional methodologies, and the team and its stakeholders were new to Agile practices. My initiative was to introduce and coach them in Scrum, a shift that required a significant cultural change.

One of my key accomplishments was presenting and convincing the executives to adopt this "new way" of software development. Despite initial resistance, the team's transformation was remarkable. Over several months of practicing Scrum, they evolved into the highest-performing, most motivated, and most enjoyable team to work with among all engineering groups. This success story sparked interest across the organization, with many engineers eager to join our team, drawn by its success and positive work environment.

Under my guidance, the team achieved consistent releases every sprint, showcasing exceptional collaboration and self-management. This achievement marked a significant milestone not only in the project but also in my career, laying the foundation for my future as an agile coach. It was a testament to the power of Agile methodologies in transforming work cultures and enhancing team productivity and morale.