Sergio Visinoni Email & Phone Number

I provide you with better Engineering Leadership via the following services:* Fractional CTO* Technical Advisory* Leadership Mentoring and Coaching

Barcelona, Es

Helping Pullpo build better products for engineering teams, one conversation at a time.

Florence, It

I'm supporting Volumio as a Fractional CTO.We have something big cooking, stay tuned

Br

I'm having a blast working closely with the CEO and the tech leadership team to help Grupo OLX succeed during a critical transition period.

I'm a Mentor for LIDR, where I share my experience with aspiring, new and current Engineering Leaders that are looking to level up their professional skills.

Singapore, Sg

I advise the newly minted VP of Engineering at Nansen

Singapore, Sg

Aa VP of Engineering for Nansen since October 2023 I managed to achieve the following results:* We launched Nansen 2 which improves dashboard load time by a factor of 10x to 100x, while significantly reducing costs* Despite going through a layoff of 30% of the staff in June 2023, productivity has improved by all visible measures* Introduced engineering metrics that are helping all our Engineering Managers have insights on potential areas for improvement in their teams* Introduced the notion of SLOs and therefore improved reliability of our systems.* Improved security by establishing stronger controls and processes to proactively handle vulnerabilities* Reduced the overall cloud bill by approximately 30% when comparing the same month YoY.* Set up an organisation that is in a much better position to deliver the next years of value thanks to better clarity in roles, responsibilities and processes* Managed to identify and groom a successor that will take over from me starting from January 2024

Göteborg, Västra Götaland, Se

With the exit of the former Chief Growth Officer who was leading the Product organisation, I was asked to take on the CPTO role. It was my decision to take this role on an interim bases since we were and are in the process of reviewing the overall company strategy, and I wanted to make sure we had clear expectations for the role(s) in Product and Engineering once that will be completed.The key focus in the first few months is and will be around:* Establishing clear career ladders for Product Managers and Product Designers, replicating the work done with the Engineering organisation in the previous months (WIP)* Make sure the Product Strategy and tactics are fully aligned with the most pressing business needs that have arisen in the past few months, following significant changes in the organisation* Focus on improving our approach around experimentation and validating hypothesis, that will ideally lead us to implement a framework such as ICE to structure our prioritisation process and discussions (WIP)

Göteborg, Västra Götaland, Se

NA-KD is a direct to consumer online fashion brand that leverages technology to fuel its impressive growth. I joined NA-KD as CTO and during the first 6 months in office I focused on the following areas:* Establish clear expectations for members of the engineering organisation by implementing an engineering career ladder framework. This framework is used to align expectation with current team members, develop personalised development plans and hire the right skills for the right job* Develop and socialise the first ever NA-KD Tech Strategy, helping the team going from a reactive mindset of "build what you're told" to proactively manage the evolution of the tech stack* Introduced concepts around the accelerate metrics, and helped reduce significantly Change Fail Rate in an attempt to create a stable base to then increase deployment frequency and reduce lead time for change* Established structured processes around OKRs, goal settings and follow-up with all our empowered teams to enable autonomy within the boundaries of clearly set priorities

Wien, Wien, At

As a board member for Willhaben I played a key role to make sure that key topics such as investment in technical capabilities and resources were deeply understood and appreciated for their strategic element in the board and in the management team.That being my key focus, I took part to all conversations about how the overall business is operated. All in all this has been a greatly formative experience to learn how a board operates, how partners sometimes fight and often cooperate, and how the board should be there to support the Management team and not only to make unreasonable requests :)

Amsterdam, North Holland, Nl

At some point I was offered to take on the responsibility of Product in addition to Engineering.In this position, I've added the following key focus areas to my role, while delegating most of the engineering specific topics to my Director of Engineering:* Ensure that our CPOs in each of our markets had support in defining and executing their product strategy, acting as both a sounding board and facilitator whenever such discussions required additional budget or a significant change of priorities* Build and leverage a small team of strong product leaders that were deployed to work in collaboration with our marketplaces, helping them in two main ways: product leadership to deliver key initiatives, such as the transactional transition in Subito.it, and/or support on improving practices around product development, with a strong focus in balancing delivery with discovery work, outcome focused initiatives and the use of data for prioritising and deciding on investments.

Amsterdam, North Holland, Nl

After the spinoff of Adevinta from Schibsted my role continued, and I was able to add more engineering resources to the team to offer dedicated support to our markets in terms of competent teams and resources deployed to help them "do the right thing".These teams focused on two main areas:* Backend refactoring, helping our markets moving towards an event driven architecture with a key focus around the "ad management" domain* Frontend Enablers that helped some of our markets moving towards a modern frontend stack leveraging advanced frameworks (React, NextJS) and modern architectural patterns such as micro-frontendsAll this while continuing all of the initiatives started previously

Oslo, 0105, No

After an internal reorganisation, Growth Markets became Global Markets, with the addition of all small to medium sized markets across the Schibsted portfolio. This included Italy, Hungary, Austria and Colombia.With the increase in size and the portfolio I started to scale up a team of experts reporting directly to me to support me run some key initiatives around the following areas:* Tech Maturity: We developed, deployed and managed a framework aimed at assessing the maturity of each one of our assets. This was heavily influenced by the work done by the DORA institute and the Accelerate books around key tech metrics. The program was extremely successful in creating awareness around the need to invest in technology and engineering capabilities in most of our markets, with some of them - namely Subito.it in Italy and Willhaben.at in Austria - making significant improvements towards becoming High Performing organisations* Data Convergence: we led a program so start collecting data from all our assets in a central platform that served multiple purposes, ranging from executive reporting to providing a data platform to small markets to easing the integration with smart components built centrally that needed to leverage data in order to train customised modelsAll this with continuing the initiatives that started with Growth Markets

Oslo, 0105, No

As VP of Engineering for Global Markets and New Models in Adevinta I had focus my energy and contributions around the following areas:* Supporting the CTOs of all the Growth Markets, which included Mexico, Chile, Morocco, Belarus, Tunisia and Dominican Republic as well as our Shpock app operating across multiple countries in Europe. The support was focused on helping them define a clear direction and strategy as well as supporting them on daily challenges* Participate in the overall decisions regarding the business direction of the entire portfolio* Support the New Models branch to run due diligence on prospect investments in the tech / marketplace space

Oslo, 0105, No

This has been very much a one of a kind experience.At the time when I was offered the role Schibsted was heavily investing in building up central product and tech capabilities, in a company that had historically been focused on having local teams only.The push towards centralisation was driven by a need to increase efficiency, remove duplication of work and provide more sophisticated capabilities that would need teams of deeply specialised talents to be achieved.During the transition, it was identified the need to setup an internal "DevRel" function to help smoothen the interactions between central teams that were building services and APIs and local teams that were supposed to leverage them within their products and brands. This represented a very unique challenge given that typical DevRel functions are outward facing and interact with the public developer community.The role has been both challenging and rewarding, despite the fact that it disappeared one year later due to a further reorganisation in Schibsted.The key achievement during that period was something we called "The Reboarding Program". This is a program I designed, implemented and executed with the support of many members of the organisation as well as external consultants.The program consisted of a one week of intense sessions held in one of our offices in Barcelona. The target population were all the Engineers, Designers and Product Managers coming from our "Emerging Markets". These markets where the fist wave of companies that were supposed to adopt a new marketplace platform that was being built in our tech hubs across Europe. This represented a total population of about 250 employees and was executed in less than 6 months, leading to great results.Engagement metrics were super high, and I got plenty of reports from local leaders on the lasting impact that the training had on the people that went through it.

Juárez, Distrito Federal, Mx

When I started my first experience as CTO I know nothing about what the role was really supposed to be about. I naively started by thinking I would just be the "senior tech dude".During the course of tree and a half years I was fortunate enough to have the chance to learn from this experience, making quite a few mistakes and a couple of things right. During that experience I understood how the role of a CTO is really a combination of 3 main components / responsibilities:- Make sure we have the best possible team in place to deliver on our business goals. This entails hiring the right people, giving them the right responsibilities, helping them grow and setting the organisation up for success with a healthy balance between direction and autonomy.- Make sure we have the best possible technology in place to support our business. This is never fully the case though, which means that you have to have clear plans on how to move in that direction, recognising that the "perfect setup" is an asymptote that you'll never reach.- Be a key member of the executive team (often the neglected part of the role). Participate in the definition of the overall business strategy and company setup. Be a key driver in discussions about how to align the organisation behind common goals. Make sure the executive team is "educated" about what technology is and what it can do.Some key achievement during this period included:- Scaling the team from 2 to about 50 engineers- Moving from a legacy monolithic platform to a combination of services + the legacy platform that had shrunk in size. This included a complete reimplementation of the frontend stack, moving from old PHP + plain JS to using VueJS and Web Components.- The introduction of modern DevOps practices such as CD, automation, observability helped moving the team from delivering code once every second week to > 100 releases a month.

Being part of the so called Coordination Team, a team in charge for the framework used by all "Blocket" classified sites around the world

Cinisello Balsamo, Mi, It

Consultant software developer et Fastweb, working on the IPTV architecture

Developer and Package maintainer for the Ark Linux Desktop distribution.