Development Culture at Tinkoff.ru
From monoproduct to ecosystem through the eyes of a team lead
Slide contents
1. Development Culture at Tinkoff.ru
From monoproduct to ecosystem through the eyes of a team lead
2. Alexander Polomodov
Development Manager in Tinkoff.ru acquisition
MIPT, product and media teams.
Since 2016: Tinkoff.ru acquisition.
Public web, content, channels.
Growth: 10 → 120 technical people.
3. Talk roadmap
From company growth to team-lead work
Tinkoff.ru acquisition scope.
From monoproduct to ecosystem.
The what / how / who model.
Where team leads act directly.
4. What was inside acquisition
The full loop from interest to application
Public web — Pages, forms, product listings, applications.
Content and channels — CMS for web and mobile, traffic tools.
Personalization and tests — Relevant products and hypotheses on traffic.
5. Tinkoff.ru grew into an ecosystem
Every new product creates new load for acquisition, content, and process
6. Verticals stand on the IT platform
Repeatable launches need shared processes and a technical foundation
7. Growth rests on three pillars
Three sides: what we do, how we do it, and who does it
8. The team lead changes the system from inside
Strategy matters as context, but most changes happen inside the team lead's own loop
9. 01. What we do
Strategy, product thinking, business processes, and requirements
10. Strategy must be explainable
Team leads must understand their environment
Company strategy, plain language?
Growth, share, resilience?
CEO vision reaches teams?
Time to think ahead?
11. Systems are products too
Internal tools need users and value
Org structure by team type.
How projects are selected.
Development inside business verticals.
Internal systems as products for other teams.
12. Development is rarely an end in itself
Quality shows in the business process
Which processes do we automate?
Who keeps docs current?
Where are manual gaps?
Which metrics are shared?
13. Requirements are yours to change
Development quality starts with input quality, not with code
Backlog audit for weak spots.
Task and bug templates.
Recorded meeting decisions.
Documentation depth criteria.
14. 02. How we do it
Development process, architecture, testing, and infrastructure
15. The process runs on habit
Without a process, growth quickly turns into noise
No deliberate process.
No visibility inside teams.
No metrics and no improvement practice.
No owner for process evolution.
16. Fit the process to business goals
Understand the current system before changing it
Roles and responsibility audit.
Why this process?
Map to business goals.
Team composition and release constraints.
17. Architecture is not optional
A prototype that suddenly became production quickly becomes an expensive system
Systems without business plans.
Dangerous legacy keeps growing.
Debt without technical roadmap.
Not enough architects.
18. A roadmap saves architecture
Architecture becomes a plan, not a reaction
Audit project architecture.
Roadmap with business plans and TCO.
Separate RnD from production.
Hire for architectural thinking.
19. Speed depends on testing
Quality cannot stay at the end
Code now, tests later.
Dev and QA handoffs.
Manual and automation split.
Weak QA damages the system.
20. QA starts before the code
Quality must be designed together with the system
Who tests, and when.
QA before main development.
Architecture for unit/component/e2e.
Quality as an engineering role.
21. Remove the barrier between dev and ops
Infrastructure is part of the team's delivery loop
Audit owned operations.
Understand production behavior.
Ops at project start.
Shared pipeline, split responsibility.
22. 03. Who we do it with
Hiring, onboarding, growth, and everyday team work
23. People and environment are a system too
Participate in hiring.
Onboarding without losing people.
Train and grow the team.
Daily support and exceptions.
24. Hiring sells the role and team
Stand out among competitors
Job post as work promise.
Why the team exists.
Growth with the system.
Delegated subsystems and responsibility.
25. Onboarding protects the hiring result
Context and support, fast
Product and team map.
Decision and agreement rules.
Mentor and first tasks.
Integration into team culture.
26. A team lead succeeds when people grow
Development culture shows up in everyday details
Growth, not staying level.
Technical and process obstacles.
Access, communication, expectations.
Project changes, conflicts, resignations.
27. What to take with you
Development culture is a managed system
Culture enables team growth.
Department boundaries hurt.
Team leads influence through initiative.
Growth needs systems, not heroics.
What / How / Who
28. Materials
Deck and team-lead models
Managing Humans + Principles: Life and Work.
Team Growth by an Order of Magnitude.
Hiring and Motivation in Acquisition.
Software Process - Omar Elgabry.
29. Thank You!
polomodov.tech
All slides and links are in the Telegram channel
Alexander Polomodov, Development Manager, Tinkoff.ru
@book_cube