Re-Culturing

a 200

employees

Start-Up

Dvir

Greenberg

David

Virtser

Internet

@Finance

Copy the

Best

Investors

100k Active

Investors

220 employees

80 engineers

2 platforms

120 services

20 releases

a week

running on

windows

regulated

“Fortune Favors the

Bold”

“Audaces fortuna iuvat”

Virgilius, 284 BC

we are

inefficient

static environments

long

iterations

deployment

mess

big teams

winds of

change

scrum

hackathon

learn what

others doing

DevOps

forum

map the gaps ● not enough unit tests

● no test automation

● no real continuous integration pipeline

● environment problems

● low quality

● production monitoring problems

● big risks upon deployment

● architectural gaps - SOA, APIs, one monolith

database

set action

plan

get

management

support

recruit a

team

define KPIs

culture

change

focus

self service

freestyle

tuesdays

dev

academy

boot

camps

power to

devs

automation

recruit professionals

cross teams collaboration

architecture

DBs

APIs

infrastructure

Continuous

Delivery

it’s only the

beginning

we are

learning to

walk

but the

train left

the station

Our Progress

Before Now

Unit test coverage 0.1% ~5%

Test automation 0% ~10%

Releases per week 10 20

Services with high standard 0 3

Monitoring dashboards 0 10

Automatic deployments 0 3

Services dropped 0 3

Lectures a week 0 1-2

Self service 0 5

Summary

eToro©2010 Presentation materials are confidential and should not be copied, distributed or passed on, directly or indirectly, to any other person.

When you are standing on the edge of a cliff, a step forward is not progress.

-- Anonymous

If you feel R&D is slow and heavy, just pushing it more

will not bring the expected results

Small

Batches

eToro©2010 Presentation materials are confidential and should not be copied, distributed or passed on, directly or indirectly, to any other person.

Dunbar's number is a suggested cognitive limit to the

number of people with whom one can maintain stable

social relationships.

Dunbar's number

What we want you to remember

1. eToro - size, domain, legacy

2. Massive changes required - Architecture

+ Culture

3. Changes during supporting existing

growing user base

4. Archimedes points - culture change +

management support

5. Change is slow, will take a while

6. Many unknowns - solve as we go

7. Most important - define end goals

8. The people on the bus are key to success

thank

you

Dvir Greenberg

Email: dvirg@etoro.com

Twitter: @dvirg

David Virtser

Email: davidv@etoro.com

Twitter: @poison_dv

Blog: http://virtser.net