In the space of only three years, HelloFresh’s technical organization leapt from 20 to over 200 people on their team. “In order to scale quickly and organically, and to be able to move faster as an organization, we took a page out of Spotify’s book, gave it our own spin, and reorganized our teams into ‘tribes.’” explains Paulo Andre, a Director of Engineering at HelloFresh.
With a reorg in the company’s rearview mirror and an even more aggressive hiring plan on the horizon, the company was concerned about the lack of visibility they had into their team’s activity.
“But as we continued to grow, it became very clear that we couldn’t manage the teams based on gut feeling anymore,” Andre recalls. “In an organization of 200+, it’s absolutely impossible to stay connected with everyone and understand how things are going.”
In an organization of 200+, it’s absolutely impossible to stay connected with everyone and understand how things are going.