We coordinate our workflow with 3 more teams around the globe simultaneously in United States, Canada, and India. Working together with 3 other teams around the globe is a great communicational challenge, not only due to the different time zones, but because of the coordination it implies to align a team size of approximately 50 devs.

This requires a strong organization within our team, in order to communicate efficiently as one, avoiding unnecessary backs and forths.

The complexity of the architecture of this platform requires solid technical skills from our team of developers, led by our CTO, as well as a great decision-making capacity.

Building a solid team of 7 software engineers in Node.js with a good english level and solid skills in communication.

With the guidance of our CTO and Team Leaders, we were able to build a team that combined current in-house devs with fresh new hires, after a thorough onboarding process of 4 months.

With the SCRUM methodology, we are able to keep 4 teams on the same track, having daily standups, 2-week sprint plannings and demos, and using slack as our main channel.

We were given part of the responsibility for redesigning the architecture of the platform, in order to scale the product globally.

As a result of great team performance and having demonstrated our technical capabilities to be involved in taking important tech decisions, we progressively transformed our partnership from a Node.js staffing service into a strategic decision-making one.

Scaling a product this complex to reach a global scale required redefining the actual architecture of the platform (from monolithic to microservices), and we are happy to be part of the team making these top-level decisions.

We helped define how to implement the services in which we were involved, taking into account there is legacy code we need to rewrite.