Michaël Garrez

- Growing the department from 15 to 30 software engineers dispatched in 7 teams in 3 different countries (Hungary, Luxembourg and Italy); - Translation of the company goals into achievable milestones and monitoring these milestones completion with the project management team; - Conception of the new Agile and cross-functional teams organization; - Conception of the new continuous integration pipeline with the team leaders; - Resolution of any impediment met by the team leaders (or the teams); - Development of a software engineering culture based on excellence with all the software engineers; - Evaluation and career management of the team leaders (and the teams); - Definition of the technical best practices with the software engineers; - Definition of the recruitment process and recruitment and onboarding a team of highly talented, top-performing engineers based across various offices.

- Lead developer of 2 teams of respectively 5 and 7 people dedicated to the conception of an API set for the outside customers and the development of an affiliation website; - Introduction of several new management processes (team mood, bi-weekly internal technical talks, conferences planning,, ...); - Introduction of a strategy to monitor and reduce the technical debt of the product; - Incremental modernisation of thetechnical codebase; - Introduction of an RFC concept in the team to allow each team member to introduce new ideas, new directives that would be voted on and eventually implemented;