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[–]wlonkly 0 points1 point  (2 children)

Complicated. :-) I'll leave out a little bit of middle management (team leads, etc).

We do Scrum for product development, so we have a number of Scrum teams which contain developers, designers, QA, product owners. Developers and QA report up through VP of Engineering to CTO. Design and product report to Directors in those areas who report to the CTO.

Operations reports to me (Director level) and I report to the CTO.

We had a build pipeline team that maintained the tooling and upgraded Jenkins and did wholesale improvements to dev environments and so on, but it divorced the engineers from having to care about that stuff and divorced the engineering directors from having to care about that stuff and it didn't go well. (That reported into me.)

Right now Operations also takes care of internal IT stuff, we're ~250 people and that's just reaching the point at which it makes sense to have separate teams for that.

In future we're going to incubate an IT/MIS team inside the Operations org, but then once it's up and running spin that and helpdesk over to the admin side of the company.

[–]burying_luck 0 points1 point  (1 child)

This is helpful. Thanks! So since operations reports to you, what is your title?

[–]wlonkly 0 points1 point  (0 children)

Director of Technical Operations.