CTO insights on leveraging data-driven strategies for managing globally dispersed engineering teams in the fast-paced financial tech domain.
Today, we have a special treat for those interested in the intricate challenges and opportunities associated with managing large engineering teams in global markets. I’m Jakub Jakubowicz, CTO of The Codest, joining me is Dmitry Trub, CTO at EXANTE, a wealth tech company specializing in centralized trading solutions and B2B financial infrastructure.
Let’s dive in!
Jakub Jakubowicz (The Codest): Dmitry, thank you for joining us today. To kick things off, could you tell us a bit about how data-driven strategies are influencing your approach to managing large engineering teams?
Dmitry Trub (EXANTE): Of course, Jakub. Data-driven strategies have become an integral part of how we manage our teams. Everything nowadays is about data. Whether it’s performance metrics, code quality assessments, or even employee engagement levels, data helps us make informed decisions. This is particularly crucial when coordinating multiple teams across different time zones and cultures.
Jakub Jakubowicz (The Codest):That’s an excellent point. How do you maintain a consistent company culture and work ethic among engineers when they are spread out across various global markets?
Dmitry Trub (EXANTE): It’s a challenging aspect, no doubt. We focus on unified training programs and frequent communication. We also use real-time dashboards to share metrics that everyone should aim for. This creates a sense of shared objectives and ensures that regardless of location, we are all working towards the same goals.
Jakub Jakubowicz (The Codest): I completely agree; a shared vision is critical. With the advancement in data analytics tools, what are some ways you use these tools for team management and project delivery?
Dmitry Trub (EXANTE): In regards to software development, we rely on several analytics tools that offer insights into project timelines, code commits, and even potential bottlenecks in our development pipelines. These tools help us preemptively address issues before they escalate, which is invaluable for maintaining high levels of productivity and quality.
Jakub Jakubowicz (The Codest):Interesting. How do you balance innovation and maintenance, especially when you are operating in fast-paced financial markets?
Dmitry Trub (EXANTE): That’s a constant juggling act. While maintenance is necessary for current operations, innovation is what drives us forward. We constantly evaluate new technologies in areas of interest, this allows us to drive maintenance costs down.
Jakub Jakubowicz (The Codest): As a final question, could you share some best practices for ensuring seamless communication between different teams that are part of a larger global engineering force?
Dmitry Trub (EXANTE): Certainly. Regular stand-ups that involve members from different regions have been effective for us. We also maintain extensive documentation, use internal forums for knowledge sharing, and run team-wide and even company-wide product demos of what the team recently delivered. Never underestimate the power of occasional face-to-face meetings; they can be instrumental in building strong interpersonal relationships, which in turn enhances remote collaboration.
Our conversation with Dmitry Trub of EXANTE has shed valuable light on the complexities and strategies involved in data-driven leadership, especially in the context of managing large, globally dispersed engineering teams. A shared vision, enabled and enhanced by data, remains at the heart of effective team management.
