Pierrick Libert

As CTO at CODE LEAP, I have led the company through a period of accelerated growth, expanding the team from 40 to 70 employees while maintaining a strong focus on delivery quality, team health, and organisational scalability. I designed and implemented time estimation frameworks and the entire career framework for Product Owners, Engineers, Quality Engineers, and Product Designers, ensuring clear growth paths and performance standards across all disciplines. I developed and institutionalised processes for 1:1s, performance reviews, conflict resolution, and feedback to foster a culture of trust, ownership, and continuous improvement. I also restructured our recruitment approach, streamlining interview stages, enhancing technical assessments, and enabling faster, higher-quality hiring decisions. Beyond people and process, I played a direct role in the success of several major projects, particularly during the architecture and initial setup phases. I routinely support teams in scoping, planning, and technical alignment before handing over to delivery leads. I also act as account manager for multiple strategic clients, ensuring expectations are clear and consistently met. One of my key focus areas has been driving technical empowerment within the team—from rolling out AI-assisted development tooling to launching new practices for infrastructure monitoring and knowledge sharing. My approach combines strategic leadership with pragmatic problem-solving and a commitment to scalable, developer-friendly systems.

I was challenged to grow from Technical Leader to Engineering Manager. As such, I worked on reviewing the technical recruitment in terms of processes and technical tests, as well as conducting interviews and reviewing candidates' assessments. I've also been consulted and participated in the organisation plan for the IT department. Weekly, I was performing 1o1 with my different team members to help them grow and share their thoughts. Apart from my responsibilities as Engineering Manager, I'd been responsible for different projects, including an infrastructure transition from Terragrunt to AWS CDK with data migrations across accounts. Among all the projects I'd been working on, the most memorable one is the creation of a cloud storage for one of our clients. I'd been trusted to conduct the research, the technical documentation (C4 diagram, DB schema, sequence diagram, flow chart...), the architecture, the planning (Gantt) and the cost expectation (AWS cost and development cost) for the whole project. The architecture had been built using AWS, including S3 multi-region access point and cross replication, multi-region API Gateway, ... The focus was on the lowest latency possible for upload/download and file conflict management. I also worked on the architecture of version 2 of the project, which included a real-time collaboration feature.

I moved from Software Engineer to Technical Leader in the first 6 months following my arrival. I was responsible for setting up architecture and infrastructure for clients in various fields. I’d been entrusted to properly dispatch backlogs to the developer team and thus build the project planning. I had been put in charge of the pull requests process for the back-end in most projects. I ensured the feasibility of projects according to your technical stack and available developers. Commissioned to define clients' business from a technical point of view and thus build the best solution for them to achieve their goal.

I successfully managed 9 IT projects (finance field) out of 13. I was entrusted to manage 6 projects in the first 6 months following my arrival as Solution Architect for several projects in the Finance department. I had been entrusted to gather and understand the business and needs of Product Owners and translate it into understandable technical and functional specifications to be developed as web applications into the ERP.

I was the team manager of five developers, one designer and one community manager to build a social network in a web and mobile environment. I was responsible for recruiting the team and picking the proper technology stack. I had been entrusted with the IT financial, and office management.

I was responsible for the Boursorama Bank’s English hub (Selftrade) for maintenance, development of new functionalities and management of important and sensitive transactions.

I was a standard student in the top of my promotion. I was also a AER (Assistant Epitech Region), it means that I helped the Epitech administration with students in difficulty, I opened/closed school when I could and I played an important role in the communication for my school during forums or open day.

As a web developer, I oversaw website maintenance, implemented showcases websites, developed a mobile website version, and set up a new job board for Luxembourg in partnership with a third-party company.

In the winner team during the mini-hackathon of Nancy with the project NCYcle which is a mobile website for cyclers who want ride peacefully within Nancy.

Show a professional project called "GeoGames" as project manager and developer. The game was a geolocated battle-royal project played with your mobile phone.

I developed Epitech's website (still in use), which was an improved CMS with more functionalities and more IT-oriented. I also intervened in the administration of different websites.

I was the vice-president of a student enterprise making IT projects (website, software …). I was allocating my time to various tasks, improving my skills in a social way with project negotiations (client meetings) and in the IT aspect. The biggest contract had been to perform on-site training for a migration to Windows 7 for the biggest French company in the construction field. 12 students were requested to do the training in more than 50 locations.