Thirteen blog posts later, this one notes my departure from eyeo after 4 years and 3 months. I joined eyeo around the headcount of 80 employees, and now I think there's just over 250 people there. My role coming in was as operations manager, doing a mix of infrastructure engineering and technical project management. I later on took on organizational development to help the company deal with its growing pains . We introduced cross-functional teams, departments (kind of like guilds), new leadership structures, goal-setting frameworks, onboarding processes and career frameworks. And all of this in a rapidly growing distributed company. I'm proud and happy that for a long time I knew every employee by name and got to meet every single new-hire through training them on company structure and processes. At some point, we had enough experienced leaders and organizational developers that I could zoom back in on working in one team, consulting them on Git and continuous integ...
My thoughts on software development.