Rakuten has over 20,000 employees across over 20 offices outside of Japan.
When the company started, it's first GMV was $3,000. As at 2016, its GTV is ~ $100b.
The Rakuten credit card is the biggest in Japan and the company has well over 1.1B users across its network. Rakuten's main goal is to move away from being just an e-commerce company and more of a data-driven company.
We use Restify for almost all our APIs, so I rolled up a tiny bootstrapping tool that can spin up endpoints quickly with complete routes, controllers, models(Bookshelfjs), migrations(Knex), test(JEST) and services. Pretty pleased with the outcome. 3 - 4 hours task became 2 min.
What this means is that for a new project, we can spin up an entire API in about 2 - 3 hours with minimal tweaks as long as we have properly define contracts. This was a task that took north of 1 - 2 weeks depending on complexity.
It's been said that the strength of any company lies in its technology. I am beginning to see the impact first hand. To think this started out as an experiment. Look at God :)
Instead of saying "I have a 1st class in X, please RT my employer may be on your TL." Why not say "I've experience in customer service. I took a team of 2 agents and grew it to 10 over a period of 12 months and during this time, we reduced complaints by 20%"
"We improved our SLA from 24hrs to 2hrs, thereby improving customer satisfaction and this had a net +ve impact on our NPS." "I volunteered as the coordinator for our CDS game day. With a budget of x, we staged the best game day in our service year."
"I have an excellent communication skills - verbal and written." "I had also functioned in the capacity of a HOD when my manager was out for 3 months due to maternity leave."
A thread about the struggles of women in technology(the Nigerian edition).
Yesterday, I had a conversation with a young lady who is just starting out in tech. Midway into our conversation, she broke down. For the first 2 minutes, I was confused; did I say something wrong? Did I overstep my boundaries?
I honestly had no clue what I had done that triggered the emotion. I asked her what the problem was, she said nothing but rather excused herself out of the room. My heart raced. What have I just done?
A strong product manager should be a person with a balanced view of business (requirements) and engineering, else there's bound to be problem and this could lead to disintegration in the team. S(?he) must know how to manage stakeholders expectations in relation to timeline.
In the quest to move fast and break things, product managers unconsciously encourage engineering teams to throw caution to the wind and ignore the fundamental tenets of software development. This practice only leads to frustration and unmanageable technical debts.
Product managers do this in a variety of ways: 1. Change features direction mid-sprint without any change in delivery timeline.
2. Demand half baked features to be released into the wild.
3. Get people to build not well thought-out ideas, only to cancel it before it ships.
It's always fun when I speak to founders and potential founders and they are quick to tell me how they want to use AI/ML to improve customer retention and improve LTV. Truth is, they don't even need ML. A properly written SQL is what you need.
In a former life, I used to write SQL to extract customer of the week. Basically, select from orders table where basket size is the biggest. We will then email a nice thank you note to this customer and attach a small coupon/voucher....
...Guess what? 99% of these people became repeat customers. We never needed ML. We just wrote a simple SQL and got this information. We did the same thing for customers who last shopped 3 or so months ago....