I founded avecdo as a SaaS service for webshops and product data. It grew to around 3,000 users and 1,500 webshops and processed about 15 million products a day. My work covered customer needs, product priorities, architecture, development and dependable operations.
The SaaS product and its daily scale
At that scale, product choices, data processing, capacity and operations had to be considered together. My role was to bring customer needs, developers' work and the technical consequences into the same decision.
My responsibility for development and operations
I went deep into architecture, backend and operations so I could ask relevant questions and prioritise together with the specialists. I gave them responsibility for the technical choices. I wanted to understand the consequences and make sure the product could continue as a useful solution after the next development task.
Sharing product ownership as it grew
As the product matured, responsibility for day-to-day operations was handed to a Product Owner and a developer. That is also part of the leadership task: a product must not depend on its founder personally making every small decision. I have worked closely with Product Owners on prioritisation and with developers on technical ownership. That division made room for both continuity and further development.
The experience is relevant for a company whose product has grown from a project into a business-critical service. I can help create coherence between the product's purpose, technical capacity, priorities and the people who will carry the work forward. That is the responsibility I want to take on in a permanent CTO or technology leadership role.
Contact: kontakt@tomc.dk · +45 299 297 67