Work MiOS

For 1 1/2 years I was the only iOS  developer on one of our project that started out as a simple white labeling, but quickly transformed into a completely different application with lots of new screens and completly new types of models and bussiness logic. I had to provide both technical and organizational leadership in a cross-functional team. I was named Scrum Master on this project and offered support to the other team members by leading the effort to correctly model the customer's requirements both server side and on mobile and guided the creation of needed APIs. I lead two new Romanian Android members to quickly ramp up and replace one of their colleagues from Columbia who left because he was extremely behind on his implementation on this project. I organized planning meetings and held reviews and demos with the client. Myself and the project manager also consulted the client on how to best cover all of their needs. On the iOS technical side of the project, I delivered innovative solutions for modeling the bussiness logic and implemented a Future library that greatly reduced the time needed to implement complex requests to the server.

After finishing and launching the previous project both in the Apple AppStore and on Google Play, I was named Scrum Master on a new cross-functional team that was responsible on delivering mostly smaller OEM whitelabeling projects that had previously been ignored, and had all missed their deadlines. I organized both agile team members (two to three QAs, Android, Web) and four project managers. I split responsibilities on roughly 11 different projects using a technique I called "OEM Bingo" -- each project had one manager and one team member that coordinated togheter and held backlog grooming meetings in parallel that were of utmost importance during the planning of sprints. These pairs were created based on the best match for each project, and took into account the experience and knowledge each member had on a particular project.  I also lead the team to help them learn poker planning, how to use both story points and high level t shirt sizing. Furthermore I used the high level estimates and created Gant charts to both better comunitate our efforts during the sprint and to manage expectations and coordinate implementation and testing. I kept track of all builds delivered and created release notes. The team was disbanded after 6 sprint when the company was bought, but some of the innovative managing tehniques are still beeing used.