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
