The path to success is frequently a winding one, and as a series A tech startup, m3ter is no exception. In just three and a half years, the company has undergone significant changes in its product and internal structure, adapting to shifting priorities and circumstances.
In this session, we'll look back at the different team topologies that m3ter has experienced, how it recognized signs of the need for organizational change, and how it responded to its own mistakes. While we'll mainly focus on the perspective of the Software Engineering teams, we'll also zoom out and consider how these changes affected m3ter's overall organizational structure.
The company has taken lessons from its Product side and applied them across other teams, streamlining processes and refining goals. In doing so, we’ve managed to cover a lot of ground with a very low headcount.
These lessons are specific to m3ter's journey, but they offer insights into growing a company and developing teams. While they may not apply universally, there are certainly common principles that can be helpful across industries. Come see how we've handled it!
Ricardo Nuno Almeida
Senior Software Engineering Manager @m3ter
A former software engineer that crossed over into the people management world, nowadays Ricardo plays a senior Engineering Manager role from sunny Portugal, leveraging over 10 years of leadership experience in different organisational structures and models. That range encompasses a multitude of business areas, dimensions and cultures: from non-tech companies, to (sometimes failing) start-ups, and to giants such as Alert Life Sciences, Sky / NBCU and Twilio.
Ricardo has managed squads from across all of Europe and the American continent, with the only takeaway being that there are no set recipes for success. Each team has its own scope and needs, and demands its own tailored approach. Therefore, continuous focus on people has always been essential to build an accurate and up-to-date understanding of the overall context.
At present, Ricardo’s modest goal consists of helping m3ter mature its internal organisation and processes, to ultimately achieve a dominant position on the usage-based billing market. No pressure!