Hey, I'm Thomas

I've lead a team of cca 50 to improve on Tesco's online retail website.

I've lead a team of cca 130 to improve on Tesco's store platform, which includes the management (development/devops/support) of 30.000 tills (linux/docker servers with over 40 docker containers on each) in the UK and ROI.

My team and I worked on preventing people from stealing from our online and physical shops. We did this by analyzing customer shopping history and behavior, conducting basket risk analysis, and using various devices, such as security scales and cameras. I took over a team of 6 and scaled it up to 25, put the right management structure in place, while also addressing both the architectural and process issues to enable further scaling of our product.

My goal was to ensure the team achieved and maintained high quality and productivity while also making sure they were happy. Other than the day-to-day operation and strategy planning for my team, I led the redefinition of our career framework on the company level and coached multiple teams to reach a proper feedback culture. I was part of the leadership team in our new Indian internship program, which successfully ran for over a year - enabling 30 interns to become medior developers in just a year.

See article about Loss Prevention on hwsw.hu.

I’ve managed a small team of agile automation/devops engineers to create a brand new automation architecture to support all of our internal SaaS tickets. I designed the new solution thats used AWS lambda, queues, dynamodb for a scalable, robust, serverless architecture and took major part of the implementation for the first 2 months.

I managed a continuously changing team of 10 managers and 100 contractors in various teams (feature development, maintenance, SaaS Ops, code review, customer support, etc). My role was to take on teams from all over the organization and dramatically increase their quality and productivity within 4 weeks. I was teaching my managers the crossover management framework and I was coaching them how to manage teams remotely, at scale.

I joined the Crossover family to work for a fortune 500 company, Aurea. The company buys products that fit their profile and hands it to the engineering teams to bring them to more cost-efficient cloud solutions and rewriting their front ends to have a fast, scalable, consistent and user-friendly interface.

Being part of a central development team we rewrite existing products for a modern web stack. I'm responsible to deliver revised full stack solutions (frontend, backend, DB, CI, docker) to the product development teams. As a Chief Architect I'm also responsible to continuously increase our teams' performance by creating better workflows, automating tasks and inventing new ways to work. I coordinate the work with our input team (rapid prototype) and our output teams (QA, Product Chief Architect, product managers)

On frontend we work with Angular 6, Typescript, angular cli. On backend we work with C#, creating REST APIs with dotnet core. The database is usually MSSQL (depending on the product).

We were working on Ericsson’s Dynamic Orchestration / Cloud Manager platform, which is the leading cloud solution in the telecommunications industry. About 160 people are working on the product actively, including 6 frontend, 10 backend, 3 Dev Ops and 4 test analyst teams.

I was leading a team of 7 with 4 frontend developers and 3 automation engineers. I was the architect within the team and part of the global architecture team as well. I've worked closely with the backend and devOps teams to have the smoothest development flow. I've reviewed the technical reports from the System Managers (backend design) and UX engineers to create the requirements for my team and scheduled our work. The frontend is based on Ericsson’s YMER framework, which provided us with widgets, build tools and layouts so we could focus on implementing business logic and new functionality.

I played a key role in transferring this ~250 people project to Scrum by coaching members on every level, implemented a way to organize work in JIRA and implemened new workflows to support continuous delivery.

I've joined another team within Dealogic to work on a complex web application hosted in Azure. Its front-end was originally built with durandal, but we rewrote the whole UI component-by-component to angular 1.5+ in about 5 months. I’ve had the chance to lead the team during this time and I also planned and tought/guided the team during this rewrite. I have redesigned and implemented our build process as well (node/gulp) to work with our new cloud based build controllers. We wrote our javascript tests with Jasmine. The backend was an ASP.NET MVC project, and several other WebAPIs. We used Entity Framework as our ORM.

While expanding my knowledge with backend related tasks I kept updating our self-made SPA framework to boost performance and usability. I created an easy-to-use templating engine as well in javascript for our mobile SPA. During this time we implemented several features and pages with angular in other products as well. I’ve attended a 7-week UX training to be one of the three people in the Budapest UX team. I oversaw the UI related changes made within the team and created wireframes for our new or reworked components. I had the chance to work with several teams after this regarding UX related issues and I’ve also wireframed and designed the company’s first iOS application. Meanwhile on backend most of my tasks were to rewrite and refactor SQL queries to QueryOver (NHibernate) while also modifying the business logic for the scheme changes in the whole stack (NHibernate-WCF-ASP.NET-SPA). I held one of the five whole day trainings for juniors and interns in the Budapest office about writing OO JS with patterns and ASP.NET MVC.

Most of my tasks were front-end development and ASP.NET MVC related. I also gained great knowledge in developing SPAs (mobile version of our product). About 20% of my tasks were on service or repository level. I organized and guided the work of other developers working on UI tasks and kept trainings for my team. I Introduced the LESS technology to the team and the company.

The majority of my tasks were branding tasks – I was creating the new and recreating or updating the old designs for every version of our product. I communicated with relationship managers over the world on a daily basis. In my remaining time I was on ASP.NET MVC and frontend (javascript) related tasks.

I built websites, created several smaller widgets (jQuery) and implemented UI side functionality for several small companies as a freelancer contractor.