Map Labs is the #1 Google Maps marketing service for businesses across all industries. Over 10,000 world-leading businesses are growing with Map Labs by levelling up their Google Business Profiles. Google Maps is an essential marketing channel for companies looking to drive growth and see real-world results that impact the bottom line. Map Labs’ mission is to increase trust and transparency in digital marketing.

Commit is the professional network for the world's best Startup Engineers. I want every startup engineer who joins Commit to say that it was the best decision they made for their career.My role at Commit was to build an incredible experience for software engineers. Think of this as all interactions an engineer would have during their journey with Commit, from recruiting to alumni. Commit measured the satisfaction of the engineers through a monthly survey called "ENPS" (Engineer Net Promoter Score). ENPS was how I measured my contribution to Commit. ENPS was ~20 when I started and ~60 at the time I resigned. The trend - and the stories behind the movement - are more important than the absolute numbers.I established or refined Programs for Commit's Engineers to help them join, find a fulfilling role at a startup, understand themselves, as well as improve their technical and non-technical skill sets. Those Programs included career transitions, onboarding, personal coaching, and mentorship. You can find details on these Programs from my articles and their impact by reading articles written by the Engineers (Commit's blog, https://blog.commit.dev/)As a member of the Executive Team, I supported Greg, Beier, Tiff, and others in running the company. My specific contributions were to bolster our single operating principle, "Do what's right for the Engineer," as a cornerstone for decision making, establish and champion Commit's company values, deliver internal communication, troubleshoot issues with Engineers and startups, and introduce 360 Reviews and OKRs.

Advise their technical founder on people and process.

People* Reset our company culture by establishing a common purpose, a mission, and encouraged an environment of trust, transparency, and authenticity where experimentation and learning were highly valued. * Published expectations for how we work and make decisions and kept it memorable through storytelling at onboarding sessions, recognizing people for these behaviours at All Hands meetings, a weekly newsletter, and during defining company moments such as during a crisis or a big win.* Started our co-op program to provide technical students with work experience at SEDNA and build our pipeline of future talent.Revenue and Operations* Visited key enterprise customers within my first two weeks to hear their feedback on our product and our service; allocated our initial seed funding based on those in-person conversations as well as input from our team; built a barebones, repeatable sales process and focused our sales and marketing efforts on our current vertical where we had the expertise and a network.* Recruited an experienced leader to grow revenues, build out a team (sales, marketing, client services) and operationalize our revenue functions.* Pushed for transparency and presented financials to the staff to enroll them in our collective success and struggles.* Introduced objectives and key results (OKRs) as a goal-setting framework so that everyone saw where we were going, and how their work and the work of others lined up toward that direction.* Negotiated and closed two multi-year contracts worth $30K and $400k respectively.Product Development* Ensured our technology and technical practices supported our scale and matched our customers’ expectations for reliability, speed, and security.* Reorganized our team to better execute on our roadmap.* Established SEDNA Customer Support.* Established a culture of using our own product to better understand our customers, find new use cases, and beta test functionality.

Why SEDNA?I worked with the CEO of SEDNA, Bill Dobie, at Navarik in the early 2000s. When I learned about SEDNA and how it helps people save time and work together, I realized it aligned with my own purpose of helping people work better together. I joined the team and looked forward to the challenge of leading a company.My first challenge was to kickstart our growth. During my two and a half years with SEDNA, our monthly recurring revenue grew by 10x, our customer base expanded (from 8 to 48), our user base increased (from 297 to 2000+), and headcount jumped (from 14 to 42).From day one, my responsibility was to ensure that we operated both effectively and affordably across the globe as we scaled up because our customers trusted us with their data and depended on our service all day, every day.See above for details on my contributions.

I watched as a boulder snapped my tibia in half… My wife and I were out for a trail run in the Hanes Valley. I ended up being medevacked by North Shore Rescue on a helicopter long-line. Watch our interview on “Search and Rescue: North Shore” (Knowledge Network). It's a Web Extra titled “Middle of Nowhere with a Broken Leg”.See my rescue in Episode 3 at 3m 58s into the show.Read my story of the ordeal. This story has been shared with other rescue organizations across Canada.

Dubbed the "Czar of Bad Process". My role was to help to surface strategies, policies, procedures, systems or structures that were problematic or inefficient through conversation, internal social networks, unconferences or hackathons and collaborate with others to find workable solutions.Founded and grew http://randomcoffee.me from an internal idea on a spreadsheet to a site used by other organizations.Ensured that our technical culture, people, and community developed in a positive and participatory way while we scaled globally across two continents and three countries.Ensured that our core values and culture endured while our department grew in size and breadth so that our technical staff stayed engaged: connected, motivated, and challenged.Championed and initiated learning through peer-lead workshops, formal training, or knowledge sharing within our department, or with other organizations in North America through technical onboarding, lightning talks, guilds, and management roundtables.Shared and promoted our culture, technology, practices, tools, challenges, and accomplishments within our company and with the broader technical community to benefit our community. This is 'working out loud' and it happened through our technical blog (http://code.hootsuite.com) articles, speaking engagements, mentorship opportunities, and presentations. As a byproduct, this raiseed our own capability and diversity by attracting outstanding individuals. Lead, facilitated, and communicated effective agile/lean and engineering practices and tools.My articles tell a longer story: http://code.hootsuite.com/author/noelpullen/

Lead and grew our software development team from 50 to 100+ in Vancouver and Bucharest.Introduced a dual career track option for engineers to retain and grow our capability in both technical management and subject matter expertise (individual contributors).Moved us to continuous delivery with a rich feature toggling capability that simplified our production delivery practice, empowered engineers to ship to production at anytime in minutes, enabled engineers to safely run product experiments in our production environments, and enabled product managers to beta test features with customers.Encouraged a mindset and practice of experimentation in our process and products to keep us adaptable and resilient to change. This became affectionately known as "The Pullen Method": workable solutions, implemented quickly through collaborative experimentation and refined through continuous improvement.Scaled our co-op program from one to ~17 co-ops per term; and to a 28% rate of full-time rehire. http://code.hootsuite.com/co-ops/Lead, facilitate, and communicate effective agile/lean and engineering practices and tools.

Lead the software development and testing team for our web-based product and corporate site.Lead, facilitate, and communicate effective agile/lean and engineering practices and tools.Co-developed our first developer hiring and onboarding program.

Provided guidance to the Product Manager and Product Development team on their culture, structure, practices, and prioritization.

Lead the development team, product management, project management, budget, delivery, and customer support for our web and mobile applications: snog.com (social discovery), threewords.me (social discovery), goodnews.com (daily deals), and blackfriday.com.Performed due diligence on the existing software development practices and lead the shift to a more agile and collaborative culture.

Performed due diligence on the existing software development practices and lead the shift to a more agile and collaborative culture.

Day-to-day management of our software development team of 12. My responsibilities included people management, project management and process improvement. Facilitated our shift to Agile (Scrum).People Management- Work to maintain team morale and productivity by facilitating creativity and empowerment- Look for ways to train and mentor the team by identifying and filling deficiencies- Develop quarterly performance plans for my team and conduct follow-up assessments- Manage a team of remote contractors: monitored their progress on deliverables and made this visible to technical stakeholders in-house; facilitated the resolution of technical and business requirements issuesProject Management- Support the Scrum process and facilitate Scrum practices- Write project management plans to outline to our team and stakeholders- Together with the VP Development write Navarik SRED reports- Track project progress with respect to published milestones, deliverables and budget⋅Put in place Top-10 lists of project risks to be resolved and monitoredProcess Improvements- Ensure the Scrum process is being followed, enable cooperation between the cross-functional team, help the team reach decisions, remove impediments to the team getting work done, and protect the team from outside interference during Sprints- Provide and promote visibility into the delivery team’s progress by using tools like a whiteboard to highlight Sprint progress using a Burndown Chart; and, provide project status updates to the technical stakeholders.

Developed dynamic web-based software applications on a Linux, Apache, PHP, and Postgres stack.