Organizational Redesign of a 1,000-Engineer Division

By spring 2023, Alexander Polomodov had around twenty direct reports. The units worked to different plans, and switching between them left less time to investigate problems. The division was split into five units so each could have a CTO with a coherent remit.

The split between client interfaces and the digital ecosystem illustrates how the boundaries were drawn. Shared web and mobile components require stability and long-term investment. The customer experience team makes frequent decisions about which products, notifications, and journeys belong on the home screen.

All five CTOs came from within the company. Alexander considered technical depth, the ability to reach agreement, the nature of the work, reputation, career plans, and existing commitments. Over the following year, the CTOs took over teams and projects, built direct relationships with their business counterparts, and discussed difficult decisions in one-on-ones.

By the end of 2024, the new CTOs controlled the budgets, hiring, and approvals that could be delegated. Reliability, security, shared budgets, and goals still needed coordination, and Alexander remained accountable for the overall outcome. A company-wide redesign changed the structure again in 2025.