Part XXI of a multipart series. To start at the beginning goto Part I.
This is the last entry before we actually get to Holiday 2012. But before we get there I would be remiss if I didn’t document the organizational changes that happened over the course of 2012, and how we fought to keep our project intact. If you go back to 2012 and take a look at the TWLER stock price, you’ll see that bad things were afoot. The stock price dropped from somewhere around $25 to under $12 in the first few months of the year. Things needed a shakeup badly.
The CEO of TWLER in early 2012 had been brought up in the stores context and largely ignored the digital channel. But pressure to bring in some youthful talent must have been high as in March of 2012 we learned we had a new President of Digital we’ll call Esteban Schick, or ES from now on. ES had the digital world and took over IT and became the acting CIO as the current CIO was forced out. That did mean that we all had a new EVP over digital and all investments would be reviewed.
But, before that could happen, more wacky changes occurred. Literally the next month, April 2012, the TWLER CEO was forced to resign due to inappropriate conduct that you’ll have to figure out for yourself. Additionally, the CMO left a few months later. With an interim CEO, ES was granted marketing and effectively was in charge of half the company after being with TWLER for only a few months.
Well, this kept ES quite busy so the review of all investments in IT and Digital went quite slowly. It wasn’t until mid-summer of 2012 that we finally got in front of ES to review the first $13M investment to rewrite TWLER.com. We brought our architecture team and business leads to this meeting with the necessary deck and strategic direction. As we introduced ourselves, we went around the table and seven people introduced themselves as various architects for TWLER.com. ES was not impressed, and after we finished introducing ourselves, his first statement was “at EstrellaDinero (psuedonym), we had one architect, everyone else was engineers.”
In 2018, the fact that a large company no longer employed architects is not a shocking statement, much of the market is going this direction. In 2012 in the Midwest, this was devastating to my pride. I had spent my career building up to Chief Architect at a Fortune 50. Now, architecture was being disparaged by our new tech and digital leader!
I hid my feelings well and started in on our presentation. We always started with how we operated, rather than what we were building. We wanted to ensure we distinguished ourselves from the rest of TWLER by outlining our Agile/DevOps/Co-located/Small team strategy. No one else at TWLER was operating at scale in Agile, we had built up a team of close to 100 engineers, all on-site, working on 13 different teams. I’d hazard to say it was one of the largest all-Agile teams in the Twin Cities at the time.
As we worked through the presentation, ES started to appear more comfortable and asked a lot of questions, probing our understanding of Agile and Engineering practices. After the first 45 minutes of a schedule hour, he was now energetic and highly engaged. His comment was, “this is the first team I’ve met that understands software engineering.”
Now ES was an EVP, and EVPs have tight schedules and people wait months to meet with them. But at this point, ES called his admin and rescheduled to stay another hour with us. I knew we had won him over at this point and dove into the technology strategy to rewrite TWLER.com.
How we built TWLER.com is the subject of most of this blog, but at a high level we were building a service-oriented (no microservices yet!) distributed cloud-based auto-scaling multi-layered cloud and datacenter zero downtime ecommerce platform.
ES was impressed with our team, said keep up the good work, and basically left us on our own for the rest of his tenure. Which lasted until December 2012.
There were two other notable changes prior to Holiday of 2012. TWLER hired a new CEO we’ll just call HJ, and ES hired a President of Digital to take over that part of the company for him, ScottyD.
With a new CEO and a new Digital leader, we ended up having two more similar investment reviews in 2012. Remember, this was the first year of completely converting TWLER.com to a new ecommerce platform architecture. It would have been an easy time for a new CEO or CDO to make their mark on the company by bringing in some “real experts” to take over the dotcom rebuild. In fact, the rumors were that the leadership team had multiple talks with large outside vendors to determine how they could take over TWLER.com. I’m not privy to what actually occurred in those talks and meetings, but in our time reviewing the project with the CEO and CDO, we did impress them with our direction and strategy.
To recap, from November of 2011 to December of 2012, I sold three EVPs and a CEO, in four separate meetings, on the fact that we were the best team possible to rebuild the fourth highest scaling ecommerce site in North America, with revenue approaching $2B. At the end of 2012 we were still there, so it must have worked.