Sébastien Rupin was appointed CTO in October 2019.
Discover, in his interview, his career history, his role at Keepeek and his challenges in 2020!
I started working in 1998 as a developer. Pretty soon I became a project manager in a software firm. In 2006, I left to join Pages Jaunes as a programmer within a large team. Three years later, I became the head of the development team, two years after that the integration team, and then also the quality assurance team.
Arrival at Keepeek
This is what attracted Keepeek to my profile: that multi-team aspect. I joined Keepeek to manage only the integration team, but with the aim of managing other entities later on. After three months, I took over the management of the quality assurance team because we needed to start implementing automation. In March 2019, I also took over the support team, which is closely linked to quality assurance.
Role at Keepeek
When I arrived, I took charge of a fairly young integration team that was very focused on the execution of tasks. I quickly started to establish a culture of continuous improvement and reassessement of practices. What could we change to go faster? What difficulties did we face on a daily basis?
I also wanted to bring an overall consistency to the team: where everyone in the team can do a little bit of everything, help each other, and break down the obstacles. They really liked this idea. It encouraged autonomy, in an environment based on trust.
Regarding quality assurance, I began the test automation work, essential to keep up with the pace of Keepeek’s ever increasing velocity.
In October 2019, we decided, along with Keepeek management, to create a technical direction for a better coordination of all the technical teams (integration, R&D, operations, support and quality assurance), and I was appointed CTO.
Role as Keepeek CTO
My role as CTO consists of three main missions:
– Guarantee the alignment of all technical teams: make the teams collaborate with each other, encourage mutual assistance and the sharing of experience for better problem solving.
– Implement an organisation that facilitates innovation. In our businesses, it is extremely important that we have teams that innovate, not only technically but functionally as well.
– Maintain a culture of continuous improvement within the teams as well as the ability to take a step back. Not being directly involved in the operational side of things allows me to ask the right questions, knowing that the staff has the right solutions. With this in mind, we are working on aspects of automation, deployment, reliability and supervision, among others.
Our major challenge is to deliver our good ideas faster. It involves a lot of things:
– modernising our development frameworks and our infrastructure
– improving and making our processes more fluid
– industrialising our development and delivery chain
It is also necessary to more widely disseminate our know-how to our clients. We can do so by systematically developping features with the API. Our clients can then use the API to develop their own uses.
We also always need to work on improving our performances: to have an optimized technical platform, all the while maintaining a substantial level of quality.
The last issue has to do with being Cloud-compatible. Our clients have higher expectations regarding SLA, response time, heavy processes. We must provide a platform that is capable of adapting to these different processing requirements. Today it involves a cloud architecture (elasticity and resilience).