As a Senior Software Engineer, I was challenged to change my job and create a brand new team from the ground up.

My task was to recruit and lead a team that would own, revamp, and create applications for Bloomberg's JavaScript framework, which is used by thousands of the company's software engineers every day. The team's goal would be to develop internal tools following the same application development, research, and UX design principles that are used to create Bloomberg's client-facing financial tools. At the time, few internal tools existed and those that did were not embraced by most engineers, including myself.

In this talk, I will share my experience of changing roles from an individual contributor to a managerial role, the path for building a team to own and revamp an existing set of internal applications, as well as expand the portfolio with new applications, establishing a team culture that emphasizes product ownership, unparalleled customer support, and the branding of each application. I will talk about how this helped us build a strong and high-performance team that, today, proudly owns a wide-ranging family of JavaScript/TypeScript applications and leads innovation related to this programming language at Bloomberg.


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Why can we still not measure team performance?
Why can we still not measure team performance?