This document discusses optimizing technology throughput at Techsylvania. It outlines the company's principles of ownership, laser focus, and transparency. It describes the evolution of the technology team's structure from hypergrowth to growing specialization. The presentation recommends a new structure with business line ownership and full-stack teams to improve application ownership and flexibility. Key aspects that help optimize throughput include business enablement, agile practices, controlled engineering tasks, fast onboarding, pipeline transparency, employee incentives, and an emphasis on automation and quick decision making.

1. OPTIMIZING TECH THROUGHPUT
Techsylvania
June 2018
Confidential

2. Agenda
About AUTO1 and myself
Our Tech team’s principles
Q&A

3. 2
> €2.5bn
revenue per
year run rate
1. 3.Seller visits customer
website (C2B platform)
Cars available for purchase on
the B2B online platform
On-site evaluation &
purchase
2.
40,000+
dealers
1m+
unique customers
420,000
cars sold in 2017
€2.2bn
revenue 2017
Do not like time / resource intensity
Fair market value unknown
Only local demand
High transaction costs
Availability issues
Have mostly local supply
Consumers
>350%
CAGR 2013-2016
…AUTO1 provides the easiest, safest and fastest way to trade a car…
Dealers

4. Born in Tel Aviv, Israel (Father is from )
B.Sc in Computer Science
Held various tech roles in Israel, from engineer to co-founder
Graduated INSEAD in 2011 and moved to Berlin
Director of Product Management at Groupon (CityDeal) 2011-2013
VP Payments and checkout experience at Rocket Internet 2014
Joined Auto1 late 2014
About myself
3

5. Ownership
Laser focus
Transparency
Our Principles
4

6. What worked well?
 Communication
 Onboarding
 Fast delivery
 Firefighters
 Complexity to team size fit
What could be improved:
 Small teams are vulnerable
 Parallelized work
 Medium scope and above
Ownership - AUTO1’s tech team 2014/15 - Hypergrowth
5
C2B Applications Firefighters
 Live blockers
 Urgent mini features
B2B ApplicationsBackoffice applications
CPO / CTO

7. What worked well?
 Tech Specialization
 Application ownership
 Core teams
Backend API Core
Backoffice
DevOps
QA
Firefighters
Design
Data ScienceB2B Applications
C2B Applications
Backend team 2
Web Frontend team
Backend team
Web Frontend team
Mobile team
Backend team
Web Frontend team
Ownership - AUTO1’s tech team evolution 2016 – Growing up
6
CPO / CTO
Backend team 1

8.  Cross platform features
 Stakeholder relations
 Internal communication
 Ownership
 Logistics microservices
 Auto1.com infrastructure
 Backoffice Merchant service
 Auto1.com self-service and tracking
 Mobile app support
Backend API Core
Backoffice
DevOps
QA
Firefighters
Design
Data ScienceB2B Applications
C2B Applications
Backend team 2
Web Frontend team
Backend team
Web Frontend team
Mobile team
Example: Logistics self-service platform
Backend team
Web Frontend team
Ownership - AUTO1’s tech team evolution – 2016
 Feature rollouts
 QA
 Firefighters
Could be improved
7
CPO / CTO
Backend team 1

9. Basic Requirements
 Reflect business structure
 Full PM ownership over business areas
 Full-stack teams
 Vertical tech ownership
 Embedded QA
New structure planning – business line ownership
8
Customer Group
Focuses on the private consumer products.
Merchant Group
Focuses on the professional dealer products
Core Group
Owns critical financial, security, HR, corporate and
tech infrastructure.
Backend API Core
Backoffice
DevOps
QA
Firefighters
Design
Data ScienceB2B Applications
C2B Applications
Backend team 2
Web Frontend team
Backend team
Web Frontend team
Mobile team
Backend team
Web Frontend team
CPO / CTO
Backend team 1

10.  Backend microservices
 Logistics infrastructure
 Backoffice Merchant service
 Auto1.com self-service and tracking
 Mobile app support
What works well?
 PM Ownership over business lines
 Stakeholder relations
 Vertical tech ownership
 Core teams
 Sharded applications
Lessons learned
 More resources to shard applications
 Vertical ownership requires more teams with more skills
 Application ownership fuzzy
 Less flexibility
AUTO1’s tech team structure – 2017
9
Merchant
Auction
House
LogisticsSalesOperations
CPO / CTO
Mobile
Design
IT Admin
DevOps
Data Science
DS
Core MerchantCustomer
- WKDA
- Purchasing
- Pricing
- Core BE
- Finance
- Corporate
- Auto1.com
- Sales
- Operations

11. Business enablement
80/20 and MVP are kings
Scrum… but.
Controlled engineering tasks
Fast onboarding
Optimizing tech throughput – Laser focus
10

12. Clear and transparent tech pipeline
Updated on a weekly basis
Stakeholders involvement
Technical tasks on pipeline
Quick decision paths are a must
Optimizing tech throughput – Transparency
11

13. Optimizing tech throughput – More things that help
Engineering and product alliance
QA focus on automation
Work hard, play hard culture
Strong employee incentives
Development budget
Lots of events (Team building, hackathons, team nights)
Professional relocation support
No BS, fast paced environment
Cutting-edge tech stack and engineering challenges
12

14. Optimizing tech throughput – some fun facts
Average of 9 releases a day
Currently 220 people in tech (150 engineers)
>150 open tech positions across DE, PL, UA, IT, USA
7 new tech centers in the past 12 months
3 more planned for 2018
Cluj? 
13

15. OPTIMIZING TECH THROUHPUT
THANK YOU!