Categories
Leadership Process

Blameless Post Mortems

(8/21-Present)

Challenge

Engineering wasn’t benefitting from the most basic Best Practice around continuous improvement: the Post Mortem.

Action

Introduced Post Mortem template and process, led meetings to determine RCA, drove conversation from a blameless perspective seeking to learn and teach around ways to do better, and then messaged out findings to the company upon conclusion.

Result

Improved communication with Customer Success and the rest of the company, giving Engineering visibility as a value-added partner.

Categories
Integration Process Prototyping

Single Source of Product Truth

Challenge

Given numerous silos of product information, each with varying degrees of accuracy, evaluate and move towards reliable source-of-truth for driving intra-brand sales.

Action

Phase 1
  • Discovered sister brand developing real-time product DB (in Rails)
  • Evaluated pros and cons of approach with CEO around relying on that DB/dependency
  • Reached out to Prod Mgr for repo access and to facilitate intro to India dev team
  • Dusted off Rails skills / dug into codebase not having any documentation
  • Applied light-touch getting to know key parts of system (e.g. product ingestion, Solr-based search)
  • Worked backwards from UI to determine schema of API
  • Used Postman to prove out ability to programmatically upload products (and introduced the use of Postman Collections for knowledge sharing)

Phase 2
  • After CEO stepped down and interim leadership stepped in, reviewed previous progress, gaining buy-in.
  • Discovered a dust-collecting daily job of 10GB of product data sFTP’d to us.
  • Identified risks of reliance on product repo and charted a parallel path forward.
  • Prototyped Lambda for parsing and processing that data, ingesting into our our product DB.

 

Results

  • Delivered Lambda to process 10GB of product data daily to keep assortment fresh.
Categories
3D Architecture Distributed Teams eCommerce Frontend Innovation Management Performance Engineering VR

New VR UX For Nurseries

(3/19-10/20)

Challenge

Ship new, web-based, VR-powered, eCom experience as requirements changed.

Action

Act 1 : 3/19-5/19

While on my trip to India in April 2019, I formed a Tiger team of one of my best Lead Engineers, a project manager, and two junior engineers, coaching them to see the similarity between what was the business was asking for and current existing components of the system (PLP, PDP, NUX, and Checkout,) setting a plan in motion towards delivering an MVP for the 6/26/19 deadline.

They went heads-down and we successfully shipped v1 (following) on 5/29/20.

ecom landing page

Business priorities shifted and the project was moth-balled, leading to Act 2.

Act 2 : 8/19-10/19

Having shifted focus to more product-based eCom (seeĀ Act 1,) the business decided to leverage existing shop-the-room modeling infrastructure in a more user-friendly, web-based purchase flow.

While the original plan was to have them spin up a completely new POC with a new checkout flow, I intervened and met with the remote Technical Project Manager and Architect, providing guidance around the existing monolith marketplace system, knowing it could serve as enough of a “buy” to meet requirements so as not to have to “build” a custom solution.

ShippedĀ v1 in Oct 2019:

Landing Page

Room Detail Page

I saved $40K in redo work after guiding the non-primary, remote, web team around component re-use while then shipping web-based, VR-powered shop-the-room.

Act 3 : 3/20-10/20

Under tight deadline, coached the Pakistani team to iterate and improve perceived and actual load times using CSS Sprites, caching via HTTP headers, use of a spinner, and gzipping in order to get a usable UI to market sooner:

Landing Page

Drilling down, a user looking to design a nursery can swap out items (made possible by a compositing technique with Three.js and photo spheres)

Room Page

Lastly, recognizing future strategic value-add within corporate partnerships, guided the team to decouple the frontend as a Single Page App for iframe embedding after having decreased page load times, introduced progressive enhancement / graceful degradation, and led the SPA strategy.

Results

New VR-powered site finally launched in Feb 2021.

Categories
3D eCommerce Process

Product Catalog ftw

Challenge

To scale v2 of our shop-the-room experience, the business turned to me to understand how our process would grow cost-wise.

Action

The interim CEO asked me to determine costs as we considered beefing up our rendering pipeline by orders of magnitude.

Applying a KISS paradigm, I threw together an inital back-of-napkin estimate. That was good enough, but then the interim CEO needed a deeper level of understanding, so I worked with my Pakistani Technical Project Manager to build out a more comprehensive version of the model, taking parameters into account like the following:

  • Scale Factor
  • Model Throughput Per Week
  • Aspirational Efficiency Factor
  • Cost Per Model
  • Number of Modelers Needed
  • Model Category

Result

Delivered cost model iteratively for a 3D modeling pipeline to support shop-the-room.

Categories
Culture Execution Leadership Management Process

Lightweight Innovation Delivery

(10/20-2/21)

Challenge

Force-multiply in a process vacuum to deliver re-platformed SPA.

Action

At the beginning of December, the CEO announced we’d need to ship the next version of the application by Dec 18th. A BHAG for sure, it was ambitious but not impossible.

As most of the members of the team had not worked together for longer than two months, there hadn’t been much time for the usual storming/norming/forming.

Absent any process, I knew the path to successful launches would require as little overhead as possible. To that end, I peppered my stand-up updates with the terms of “divide-and-conquer,” “punch list” & “dog-fooding” – concepts that neither engineers nor marketers were familiar with.

When shortly before the 18th the cheese moved, and the delivery date became the 3rd week in January with the scope of the application changes increasing, and a new website was to be launched, I knew my efforts were succeeding when those same previously skeptical team members began using my terminology in their own updates, reinforcing a shared and common understanding of what it meant to keep eyes on the prize and ship “good enough.”

Result

Realized my thought leadership was succeeding when others began using same terminology.

Categories
Affiliate Growth Innovation Troubleshooting

Business Model Shift

(3/20-9/20)

Challenge

Given a steady stream of revenue, fundamentally alter the underlying business model towards CPC/CPA.

Action

Phase 1

In March 2020 pre-COVID, did a quick dive on Skimlinks documentation and put together a quick explanation/overview to demonstrate how easy it would be to include. Business climate wasn’t right so didn’t pursue.

Phase 2

Sep 2020, post-CEO-stepping-down and several months after Phase 1, explored use of Viglink (Sovrn) only to discover that business had previously been CPA-based before fulfillment was brought in-house ~2017.

Digging around, found some old Skimlinks code, then leveraged updated documentation to prove click-tracking with custom params could still work.

Phase 3

The business, being unsure whether to use one or several affiliate networks, needed partnership to figure out the best implementation path forward. For four networks, I kludge’d scripts into production and verified clicks, evaluating custom parameters as they’d flow through the lifecycle and eventually be reported through APIs.

When the business decided to focus on Commission Junction and Skimlinks, I led development to integrate JS libs (monkey-patching CJ to play-well on the same page as Skimlinks) and verify clicks / custom params.

Result

Overcame fits-and-starts to deliver affiliate model.

Categories
Budgeting Collaboration Roadmapping VR

3D Cost Modeling

(7/20-7/20)

Challenge

To scaleĀ v2 of our shop-the-room experience, the business turned to me to understand how our process would grow cost-wise.

Action

The interim CEO asked me to determine costs as we considered beefing up our rendering pipeline by orders of magnitude.

Applying a KISS paradigm, I threw together an inital back-of-napkin estimate. That was good enough, but then the interim CEO needed a deeper level of understanding, so I worked with my Pakistani Technical Project Manager to build out a more comprehensive version of the model, taking parameters into account like the following:

  • Scale Factor
  • Model Throughput Per Week
  • Aspirational Efficency Factor
  • Cost Per Model
  • Number of Modelers Needed
  • Model Category

Results

  • Delivered cost model iteratively for a 3D modeling pipeline to support shop-the-room.
Categories
Collaboration Database Troubleshooting

Fixing Database Replication

(6/20-6/20)

Challenge

Usually our MySQL->Postgres data replication powering the business’s analytics dashboard runs without issue. One day, it completely failed.

Action

  • Spotted AWS alert notification and worked with Data Engineer to realize it wasn’t a normal hiccup in our replication pipeline.
  • Stopped the AWS DMS task for replication.
  • Examined Cloudwatch logs to see if we could find direction as to where the problem was. This told us there was a table (awsdms_apply_exceptions) that didn’t exist.
  • Dug into online documentation about the issue.
  • Created a new Postgres copy target of the analytics database.
  • Created a new AWS DMS task with the copy target DB which should create table public.awsdms_apply_exceptions.
  • Grabbed the DDL statement (e.g. CREATE TABLE) for the awsdms_apply_exceptions table.
  • In the (original) analytics DB, created the ‘public’ schema
  • Also in the (original) analytics DB, applied the CREATE TABLE for awsdms_apply_exceptions.
  • Deleted 1) the new Postgres copy target and 2) the AWS DMS task as cleanup.
  • (Never did figure out why the public schema and table disappeared.)

Results

  • Resolved data replication issue leading to minimal downtime for analytics dashboard.
Categories
Infrastructure Process Security

Shoring Up The Site

(10/19-6/20)

Challenge

Remediate CVEs without specialized resources.

Action

An annual process around springtime, I worked with corporate IT and its security consulting company acting in Red/Blue Teams to navigate rules of engagement, coordinate a window for the penetration tests, and then fix the identified CVEs.

Lacking other resources to replicate the penetration findings, I discovered and leveraged cobalt.io and detectify to reproduce an understanding of the vulnerabilities in order to create tickets for engineers to address.

Result

Remedied High severity vulnerabilities within 30 days and added those with Medium severity to the backlog.

Categories
Forecasting Management Process Troubleshooting

Rolling With the Punches

(11/18-5/20)

Challenge

Finding the right-sized engineering team as the business ebbed and waned.

Action

Nov 2018 – Mar 2019

Two months after joining, in Oct 2018, was surprised by request to provide KLO budget slashing engineering by 60%.

Having only a basic understanding of team members’ strengths and weaknesses, I anticipated the following year’s needs and then presented guidance w/SVP PROD & CEO to corporate parent COO.

We secured fiscal year funding to ensure team/business continuity @ 38 headcount.

Dec 2019

In Nov 2019, was informed we needed to reduce our 25 person Delhi team to 8 for the 2020 fiscal year. I looked over the skillsets of the team and – with a solid year under my belt and experience of who top performers were – decided who would stay.

Saved company $800K by reducing engineering headcount from 38 to 25.

Mar 2020

Then, with the onset of COVID, needed to further reduce team-size, for both India and Pakistan teams.

Given impact of COVID, made decisions leading to add’l $840K reduction from 25 to 9.

Results

  • Adjusted team size as necessary to meet needs of the business.