Leadership

I've worked through roughly 80–100 candidates across interview and review work — 62 resume-review files, 59 recorded interviews (including 19 in a single day, once), 22 personal-prep files. For one staff-augmentation project, I wrote a full hiring kit from scratch: candidate requirements, a four-stage interview process, and roughly 15 hard questions with reference answers.

Beyond that kit, I've authored a universal Middle-level interview built around a "design a banking app from scratch" scenario, a 12-criterion rubric for what an "ideal Middle" looks like, a 7-file L1–L7 knowledge-check matrix system, and a heuristic for matching candidates to KODE's projects by stack.

I curate a mentorship program — five mentors, including myself, take an intern through interview → test review → closing meeting. 13 have been through it. In practice the ceiling is around 4 mentees per mentor per year at that pace; a hired mentee reaches full productivity in about a year. A regular (non-mentee) internship is shorter — 1 to 1.5 months active, roughly 3.5 months total including prep.

Ideal-candidate profile: a technical-degree background, Kotlin preferred (other languages are acceptable with retraining), experience with Google-recommended frameworks, git familiarity a plus.

Feedback style stays concrete on code — "don't over-lean on Material components", "unnecessary complexity from over-splitting use-cases" — and humane on rejection — "shows promise, we'll stay in touch".

Ramp-up time for a new intern — avg: 3mo

I've built a grading system twice now. The second version, in 2026, outgrew being just a grading app — it covers the whole HR lifecycle: setting up a new department, onboarding and probation, the review/grade cycle itself, compensation, offboarding, even an analytics dashboard on top of it all. I built it solo — React, Express, Prisma — with 33 competency matrices spanning everything from Kotlin and Compose to security, team leading, KMP, and iOS/Swift. See it as an engineering project →

Beyond process, I build the tooling the department runs on. I've documented the full employee lifecycle — hiring → onboarding → probation → performance review → offboarding — as department wiki, plus a separate 1-on-1 (O3) process, a salary-raise process, and monthly "technologization" tech sessions.

Infrastructure I've personally implemented (2025–early 2026):

Since 2025, two axes under me as Team Lead (strategy, final calls): two deputies running day-to-day people management for the two developer teams, and two tech leads running the technical vertical — architecture and code review — across both teams, not owning a team of their own.

• Team Lead strategy, final calls
  • Deputy day-to-day people management
    • Developer team
  • Deputy day-to-day people management
    • Developer team
  • Tech Lead architecture, code review — spans both teams
  • Tech Lead architecture, code review — spans both teams