Master's degree

Bachelor's degree

When we crossed the line o 10 people in the department it became a separate part of the company with me as a head of it. 

From now on I was a fulltime manager and grew the department to 20 people. The responsibilities were very similar but in a bigger scale.

Front End Development Director

After 9 months as a developer, I have become a team leader, because we started to grew very quickly (3 to 10 people in few months). 

► I was responsible for:
✓ feedbacks
✓ OKR (objective key results) - creating, assigning and verifying
✓ sales of the frontend experience, 
✓ recruitment (all aspects: from creating questions, to signing contracts),
✓ resource managing (allocating peoples to projects)

Still working as a developer part-time, trying to find new technologies and tools to push the department forward in terms of technology and growth.

Front End Team Leader

For first 9 months I have been responsible for providing a high quality code to our customers.

► In this time I have managed to help customers like: 
✓ LPP (Reserved), 
✓ Merlin.pl,  
✓ CDP.pl,  
✓ Enea,  
✓ Energa,  
✓ Unizeto,  
✓ Plus.pl,  
✓ BZ WBK

► Working with technologies like:
✓ Magento
✓ Javascript
✓ Angular
✓ HTML/CSS
✓ Pimcore

► Our main goal was to build high quality, highly scalable, eCommerce applications. To reach it, I was also responsible for communicating and cooperating with different departments of company like:
✓ UX
✓ Analysis
✓ Sales
✓ Project Managers
✓ Members of the Board

► At the time I started to build a team of front end developers in the company and sales competencies to help it grow.

Senior Front End Developer

Front End Developer

After around half of year as a Front End Director I became a co-manager of the whole Software Development Department. I am co-responsible for team of almost 90 extraordinary people, which are divided into 3 groups: Frontend, Backend and QA teams.

►Main responsibilities
✓ Feedbacks 
✓ Contracts
✓ Finances (departments budget, company's budget in terms of sales and project resources)
✓ Resource planning
✓ International sales
✓ Department performance
✓ Overall quality 
✓ Company's success
✓ Company's promotion outside

Challenges:
► I was one of the executors of remodeling the company structure into "Tribes" ( similar to Spotify structure model https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/ but changed to fit our reality as a software house). The idea was to divide people into smaller groups and give them more power. Basically to function as a small company inside of the bigger one.

► I am involved in international sales with clients from US, UK, Finland, Sweden

Software Development Vice Director | Partner 

Over a year later, after a quick growth Divante fully changed it's structure to Tribes and I have become a Tribe Master of the Pimcore tribe (team of 20+ Pimcore developers, QA and Frontend developers)

►Main responsibilities
✓ Feedbacks 
✓ Contracts
✓ Finances (tribe budget, company's budget in terms of sales and project resources)
✓ Project management
✓ Tribe resource planning
✓ National and international sales
✓ Tribe performance
✓ Tribe overall quality 
✓ Company's success
✓ Company's promotion outside

► I am also a Project Manager for international project / partners, helping our clients reach their goals and helping their clients reach their goals :) 

► I am involved in international sales with clients from US, UK, Finland, Sweden, Switzerland, Austria, Germany

► Closely cooperating with other tribers to provide great working place:
✓ Board of directors - budgeting
✓ Head of delivery - projects delivery, project budgets
✓ HR - to manage our external and internal image and recr

Engineering Manager ("Tribe Master")

Webdeveloper

In my role as a Mentor at Plato, I leveraged my experience in engineering leadership to guide and support aspiring leaders. My focus was on delivering live, personalized learning experiences, tailored to the unique needs of each mentee.📈 𝗜𝗺𝗽𝗮𝗰𝘁:Mentored 4 engineering leaders, providing them with career advice, strategies to manage stress, and guidance on achieving professional success.Played a pivotal role in helping these leaders explore new paths and unlock their full potential, contributing to their growth and advancement in the field of engineering leadership.

Leadership

Team Building

Engineering Management

Problem solving

Mentor | Engineering Leadership

I am managing the team of 45+ amazing specialists, including project managers, PMO, team leaders, backend developers, frontend developers, business analysts and QA specialist. I am responsible for building Custom Solution department, working closely with clients and their satisfaction, strategy planning and its execution, building and empowering leaders to deliver the best possible service and quality, and making sure we are profitable when achieving our goals.

► Main duties 
• Strategy and its execution – I am accountable for preparing the plan for growth
• Department financial performance – I am responsible for forecasting, monitoring and managing the full P&amp;L of the department
• Supervision of project for enterprise and international clients
• Custom Satisfaction (working on NPS)
• Sales acitivies
• Projects delivery – My responsibility is to oversee and supervise Project Managers in the software delivery process
• DevOps practices – I have implemented DevOps role to make sure we a

Engineering Director | Custom Solutions

In my role as Head of Engineering at Hinterview, I was leading and evolving the engineering team, fostering a culture of continuous improvements, and ensuring seamless integration of technology with business strategies.I've built an amazing team that has been continuously delivering value to their customers. 🚀

Engineering Manager

👨🏻‍💻  Engineering Manager @ Hinterview

github

Know about Marcin Dyguda’s work experience, education, cohorts, certifications, and much more. Marcin Dyguda