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Work Experience
President
Dev-Ops-Biz Alliance Ltd• July 2019 - Present
Dev-Ops-Biz Alliance provides administration and legal structure for my Contractor-Consultant contracts.
Consultant-Contractor for Digital Transformation
Virtusa• August 2018 - October 2019
- Project end-client: Lloyd Banking Group and Scottish Widows - City: Edinburgh, Scotland - Technologies: Full-stack with HTML5 + CSS3 (LESS) + JS (React, Redux, Styled Components), NodeJS (express, KOA), SQL, IBM stack, Docker, Rancher, Jaws, Soucelabs. - Way of working: Scrum + Optimus + SAFe; BDD & TDD; Full test pyramid with minimum 90% unit test coverage; Jira + Confluence; Nexus registry; Git + Monoreepo. Top results: - ~25m more users as a result of a successful pathfinder led by me and LGB Senior Developer. I've secured it mostly by negotiating and resolving 3rd-parties conflicts, providing risk analyses to Virtusa, ensuring continuous software delivery in 3 features teams, and coding Single Page Applications MVP. - Single Consumer View initiative becomes a reality and competitive advantage for Lloyd Banking Group leveraging my deliverables: new components in UI Components Library, cross-labs apps integration/consumption standards, and new microservices authorization & authentication design. - Significantly contributed to Lloyd Banking Group winning Scottish Financial Technology Awards 2019. Company's recognition: - “My sincere thanks to Team […] for consistently raising the bar and setting a great example for us to emulate across our accounts.” - by Virtusa Executive Vice President and Chief Operating Officer-Strategy; Responsibilities: I've joined a newly created team in Scottish Widows. The Virtusa onboarded me to: - develop a React application for Single Customer View program; - resolve technical challenges around the route-to-live so we can deploy the application to production; The responsibilities evolved to: - propose an improved architecture for microservices authorization and authentication within technical constrains of Scottish Widows; - provide new APIs necessary for MVPs user journeys; - help teams to consume new frontend and backend patterns; - negotiate a lab-wide agreement for modules standards to leverage single journeys across many existing applications; - help new team members get up to speed both by giving technical guidance, providing code reviews, and providing clarifications in the Scrum-based approach; Theme: The theme for my actions was to double down on a single bottleneck - with backend architecture-pathfinder being the first one. It was the heart of the new microservices architecture. Other bits of the logic could be inspired or directly forked from the existing employer-facing Scottish Widows portal. This gave big development times reductions and gave me a chance to focus only on Authorization and Authentication flow - to finally switch from decades-old integrations to modern semi-public APIs secured by JWTs. This was a huge improvement and reduction in dependencies for both back-end solutions as fronted applications - increasing the frequency of deployments from 1 per 6 months, to 1 per month. After a successful pathfinder, I've redirected most of my attention to fronted - to resolve conflicts, align teams on a single approach, and execute actions to finally go live. I've focused on improving the Bus Factor and picking low hanging fruits to achieve exponential adoption rates. An example would be the effort to onboard more LGB/SW teams, so each one uses and promotes effective patterns across the organization. Another example would be the common standard of consuming and defining modules, so a single journey can be used across many applications. Those changes helped Virtusa to scale from the initial 2 teams to 4 larger ones in one year.
Consultant-Contractor for Digital Transformation
HCL Technologies• October 2016 - July 2018
- Project end-client: Aegon - City: The Hague, The Netherlands - Technologies: Full-stack with HTML5 + CSS3 (LESS) + JS (jQuery, Angular), NodeJS (express), PHP (Drupal), MySQL, AWS stack, Bamboo, Soucelabs. - Way of working: Scrum + Optimus + SAFe; TDD; Full test pyramid with minimum 90% unit test coverage; Jira + Confluence; Git + Gitflow. Top results: - 23-31% increased developer’s throughput by implementing and promoting Pattern Library; - +104% throughput growth in the pilot team Digital First by introducing DEV-OPS-BIZ way of working; - Filtering 18 perfect skills-to-rate talents for HCL by leading technical interviews and supporting final interviews; Responsibilities: - I've joined an existing team in the experimental Agile lab. HCL onboarded me to: develop new mortgage-related journeys in a self-service portal (Angular + Drupal); - resolve challenges resulting in a low frequency of deployments; The responsibilities evolved to: - propose an improved architecture for frontend and implement testing pyramid; - improve CI/CD practices with automated deployments, pipelines delivery validation, and test automatization; - helping new team members get up to speed both by giving technical guidance and providing code reviews; - contributing to Guilds and Chapters meetings; - coaching developers to reach Senior level; - leading the effort to improve way-of-working across teams; Theme: The theme was to lead by example so I could build more leaders one could relate with. Lab management's clear vision did not convert to effective changes. The list of expectations was growing fast. With each new initiative, those already in progress delayed even more. With the expected order, many changes did not complement each other. Some of the apps and completed features did never go live - demotivating feature teams. Developers needed an example of way-of-working that would meet the management expectations, would be easy to replicate, and an inspiration to keep high engagement. I had no real chance to be one for everyone. I've decided instead to shape and support different individuals to become examples many can easily relate with. During that time I did work with 4 teams and 20 developers. The next step was to imagine the future way-of-working and turn from concept to easy-to-follow documented practices. I was designated as Lead Developer for the pilot team. I've shaped the technical parts of the DEV-OPS-BIZ approach - tightly connecting Developers, Data Scientists, Marketers, and business stakeholders. This change in focus resulted in an improved frequency of clever A/B tests, rapid big-data UX feedback, and record-fast development cycles for better-defined features.
Freelancer
Freelancer• March 2004 - January 2017
I've started coding as a freelancer while attending secondary school (2004). I started by picking simple tasks and learning the remote way of working. I concentrated on providing website changes, coding simple desktop applications, and C++/OpenGL game engines. In 2006 I've decided to focus primarily on web development with JavaScript (frontend), ActionScript (more challenging frontends), and PHP (backend). In 2008 I've joined FFCreation as Junior Web/Flash Developer and advanced to Senior position in one year. Most of my work was: - creating promotional micro-websites; - coding interactive adverts; - improving internal CMS to support Flash frontend; Next transition happened in 2009. I've joined Red Works Warsaw as Senior Developer. After a few months, I was delegated to Ogilvy Interactive to strengthen their team. Later in 2009, I've decided to continue as a freelancer: working remotely with previously mentioned agencies and ARC Worldwide Poland. During those years, my work was mainly about bringing visual designs to fully functional websites and promotional applications in high-paced and highs-stress organisations. I coded many Single Page Applications, CMS-based portals, e-commerce templates, promotional banners, and more - getting fluency in solving many problems under time pressure. My teams were lucky to provide many successful digital campaigns - winning clients appreciation and, together with off-line creations, winning awards like Effie or Cannes Lions for media campaigns. In 2013 I've decided I want more face-to-face contact with other developers and decided to go permanent with Tarsago Media Group (lead generation and email marketing company). I wanted to see first-hand how big companies produce large applications. I still did a few freelance projects in free time. My last one was in January 2017. I've decided then to focus my full attention on the finance market contracts.
Technical Lead & Senior Enterprise Level Services Developer
Tarsago Media Group• July 2013 - August 2016
- City: Warsaw, Poland - Technologies: Full-stack with HTML5 + CSS3 (SASS) + JS (jQuery, Angular, Polymer, Bootstrap), PHP (Wordpress, Laravel, Code Igniter, Zend, Symphony, Magento), MySQL, PostgreSQL, Adobe Flash Player (Action Script 1/2/3). - Way of working: Kamban; Wrike; Git. Top results: I had often managed the whole department in the absence of the department director (health problems). In those times I was able to: - convert unprocessed projects requests (43) to projects delivered on time (100% efficiency); - fully prevent running projects from any delays and resource conflicts (from 8/10 to 0/10 ratio); - increase the throughput of the Digital department by 41% (the rate of production); - improve teams' work satisfaction: from 2/5 to 4/5 (all-time high annual employee retention rate); All the above was achieved parallel to my Developer’s responsibilities. Company recognition: - “[Konrad's] R&D process of automatization and continuous improvement [...] allow to reduce production time of cyclic projects on average by 70-80%.”; - "[Konrad] was responsible for creating a new service of strategic importance [source of competitive advantage] and many new complementary products optimized for large scale load."; Source: Official references signed by Department Director and CMO. Responsibilities: I've joined an existing team responsible for digital marketing campaigns production. The Tarsago Media Group onboarded me to: - develop new lead generation campaigns; The responsibilities evolved to: - leading the R&D for new email marketing and lead generation solutions; - solving technical problems around lead generation across multiple countries in the group; - improving production rate by introducing new tools, scripts, and pipelines; - scaling services ecosystem for high user growth and intense campaign peaks; - improving group e-commerce (Milvai); - building capacity to produce e-commerce projects for Tarsago Media Group clients; - leading Digital Department in the absence of the department director; Theme: I've joined Tarsago Media Group before it's European expansion. My theme was to build expertise around high load projects. I started by producing frontend applications. With each campaign, I was able to get more experience and propose improvements. Soon I was leading cross-department initiatives. Some designed to reduce the time of repeatable tasks. Some preparing us for an even higher traffic load. With more countries in the group, the theme shifted even more to R&D (email marketing and lead generation). My small team led the UX and technical research, products launches, group-wide innovation adoption program and production support for all EU countries. It was my responsibility to understand the technical sophistication levels of each market. Propose proper customisation of services and provide templates for effective campaigns. I've also provided technical analysis and reports to align c-level decisions across countries. The services ecosystem, under my lead, scaled from 2 million users per month to 30-50 million users per day.
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