The company was facing challenges with receiving deliverables from a contracting team that were multiple months late which prohibited the company's growth.
Collect information on both the previous version and currently developed version of the company's product to help the CEO decide the best path forward for the company.
Assess previous version of the product. This included security concerns, effort to update, stability of the system, etc.
Assess the currently developed version of the product. This included technology choices, reliability of the system, etc.
Consult with CEO to generate pros/cons of the different choices, ultimately picking previous version of the product.
Perform upgrades on the previous version of the product to allow new developers to work on it with limited risk.
Interview new developers to establish a new team.
The company was able to take control of the situation, no longer be stalled in their product development efforts, and saved $60,000 in fees for a product they were not happy with.
The company had a new development team and sales was on the verge of closing deals, but the CEO did not have the technical experience to lead the development team.
I provided technical guidance to the development team and aided the company in closing deals by answering technical inquiries from customers.
Guided CEO through Product Roadmap exercises to develop a means to communicate with development team on priorities.
Guided development team on the use of Jira to express work being executed and how it relates to the Product Roadmap.
Introduce Scrum to the whole product development team so they have a foundation for communication.
Helped the CEO answer customer questionnaires about technology used at the company, when more detail was necessary.
Mentored engineers to be able to take on more leadership roles as I ended my project with the company.
The company was able to go from 0 users to over 1,000 users, go from 0 customers to over 6 customers, and go from not having a development team to a development team with 7 developers that reported into the company directly.
The company had a person on their team who was critical to the software development process for electronics. However, this individual typically held onto key files that increased the risk for the company and the electronics they produced when the person was unavailable.
Identify how to de-risk the operations of the business while fostering collaboration between the key personnel and others who developed software.
Created a presentation material for introducing version control systems at the company.
Walked through an example of implementing the version control system at the company based on their requirements.
The company and individuals within developed knowledge of version control systems and how to de-risk their operations. Implementation of the version control system was left to the company's internal IT team.