Java Team Lead

Що робити

• Be the technical counterpart to the CEO of the customer’s company. He is American, sharp, direct, not technical, and there is something on fire most days. He will bring you problems, ideas and complaints — three at a time, half-formed, usually at speed. You have to want that conversation, not merely tolerate it.
• Turn loud, half-formed business problems into deliverables. There is no business analyst here and requirements do not arrive pre-chewed. You ask the questions, define the outcome, write down what we are explicitly not doing, and cut a first milestone small enough that being wrong about it costs two weeks instead of two quarters.
• Then actually deliver them. Milestones, sequencing, and saying early and plainly when something will not land — while there is still time to do something about it.
• Lead six engineers and set the engineering standard. You decide who works on what, how work is sliced, and what “good enough” means here. A part-time DevOps enginee