A Conversation with the Head of Software Development at Tesco

Can you share more about your journey into the tech industry, starting from your studies in Computer Science in Krakow to your early career as a Software Engineer during the Web 2.0 boom?

The decision between science and art was a complex one for me as I enjoy both. With a scientist father and parents who emphasized practical career paths, I ultimately chose a field that bridged both interests: Computer Science. This field not only involves elements of cognitive research and artificial intelligence but also allows for creative design in computing. It was perfect for me.

I enjoyed my degree of Computer Science at Jagiellonian University in Krakow. The program offered a balanced approach between technological and theoretical perspectives. Following my studies, I engaged in various projects funded by the European Union, which provided opportunities for travel and professional growth. I also taught at a private university near Krakow, where I delved into the world of Web 2.0, social networks, and Agile methodologies. The excitement of these developments, combined with my interactions with students, fueled my passion for technology and education. 

My teaching experience highlighted the importance of making learning engaging and relevant, fostering genuine interest rather than mere obligation. This realisation led me to explore team management and the application of Agile practices in software development. Although I initially pursued a career in science, I found my niche in software engineering, applying the knowledge I had gained in practical settings while working with various companies in Poland.

What inspired you to transition from an engineering role to a management and leadership position, and how has your experience as Head of Software Engineering at companies like RocketLawyer, Gusto, and now Tesco shaped your perspective on leading tech teams?

My growing interest in team management and agile methodologies led me to prioritise iterative development over traditional long-term planning. I appreciated Agile's flexibility, which contrasts with the risk of investing heavily in a project only to find it obsolete or unnecessary by the time of completion. This preference influenced my choice of employers, as I sought companies that embraced agile principles and iterative processes.

My early roles included positions where the emphasis on autonomous teams and adaptive planning was integral. I liked how the focus on autonomous teams was crucial to their operational models. My career then progressed as I took on a team leadership role at a large Scandinavian media group with a strong technology presence in Krakow. This role allowed me to further develop my management skills while continuing to code and lead a team.

Following this, I moved to a rapidly growing company where I advanced to a senior engineering role, managing distributed teams across the UK and Europe. This experience broadened my perspective on handling engineering teams in a global context. My next role provided additional insights into managing teams and projects within a dynamic environment. Throughout these experiences, I have learned the importance of fostering autonomy within teams, allowing them to self-organise and manage tasks efficiently. This approach aligns closely with Agile principles, emphasizing the need for adaptability and iterative progress.

Reflecting on your first three months at Tesco, what aspects of the company culture and working environment have pleasantly surprised you the most?

I’ll be honest, I anticipated a demanding and high-pressure environment, drawing from my previous experiences with scaling and downsizing companies. I was prepared for a fast-paced, reactive role, but I found the reality to be more measured and methodical. I’m glad to say that it was far more balanced than I had imagined. Observing my team and the broader organization, I noted a balanced approach to deadlines and feedback. Instead of immediate reactions, there was an emphasis on assessing capacity and dependencies, with a more structured process in place to manage a large technology workforce of over 3,500 people.

Despite the initial adjustment period—four months is relatively short for understanding Tesco's complex system and team dynamics—the supportive environment has been encouraging. My manager emphasised the importance of taking time to learn about the system and teams before driving changes.

The collaboration between the Product team and Engineering is notably strong, and the longevity of many employees—some with tenures of 15 to 30 years—suggests a positive work environment. This long-term satisfaction is supported by opportunities for internal mobility and growth across various domains within the company, reflecting the diverse nature of Tesco’s operations.

How have you navigated the challenges of being a woman in the tech industry, and what advice would you give to other women who might be experiencing imposter syndrome?

When I began my career in computer science over 20 years ago, I encountered skepticism and criticism, particularly from male professors who questioned my presence in the field. Despite the discouraging remarks and the challenges I faced, such as feeling like an imposter both as an engineer and in leadership roles, I remained determined. My father's encouragement and belief in my capabilities played a significant role in reinforcing my resolve to succeed in a male-dominated industry.

The early criticism I faced only strengthened my determination to prove myself. I was resolute in demonstrating that I could excel despite the doubts cast upon me. Throughout my career, I struggled with self-doubt and comparisons to my male counterparts, who often seemed to excel with ease. However, I eventually gained confidence and recognised my own achievements. As I advanced to leadership roles, I made a conscious effort to advocate for myself and seek promotions rather than waiting for recognition. Navigating a career in software engineering requires a strong support network and self-care strategies. Building resilience involves creating a supportive environment, finding balance in one’s lifestyle, and seeking help when needed. Reading extensively on psychology, leadership, and team management has been valuable in this regard. 

While the industry has seen progress, gender balance remains an ongoing challenge. Despite improvements, the numbers are still not reflective of gender equality, and women continue to face unique obstacles. Nevertheless, with persistence and support, success in this field is achievable and I’m glad to see Tesco making strides to a more equal workplace.

Can you elaborate on some of the exciting projects you are looking forward to at Tesco, such as the personalisation project, and how you plan to build and lead your team to bring even more value to the company?

Personalisation is a major initiative within Tesco, representing a significant area of growth and potential.  My teams, responsible for customer APIs, are deeply integrated into every aspect of the customer journey through Tesco, Clubcard, and our applications. The goal is to create a highly personalised experience for each customer, ensuring that they receive tailored offers and interactions.

This initiative requires extensive collaboration across various departments. I’m really passionate about improving team dynamics and addressing challenges within our workflow. One tool that aids in this process is the Developer Experience Survey, which collects feedback from teams to identify areas of strength and opportunities for improvement. This data-driven approach helps in addressing issues independently where possible, or providing support where needed.

As the new Head of Software Development, my role includes balancing and supporting my teams, fostering their growth, and integrating their ideas to drive improvements. Effective leadership involves listening to team members, understanding their development needs, and providing coaching and mentoring to address their challenges. I also emphasise a data-driven decision-making process, starting with the collection of relevant data, followed by analysis and action to drive meaningful changes.

What does a typical day in your life look like as the Head of Development at Tesco, and how do you balance your technical responsibilities with your leadership and management duties?

In my role, I oversee six teams, each managing different aspects of customer APIs. This requires balancing involvement across various domains while prioritising tasks based on urgency and importance. Given the diverse responsibilities of each team, my focus is on providing support where needed and addressing immediate issues as they arise.

My daily routine involves several stand-up meetings each week to maintain connection with the teams, along with technical and development discussions. The nature of these meetings varies: some days are more technical, while others are dedicated to management and administrative tasks. I also schedule time for focused work, such as writing or reading, to ensure uninterrupted productivity.

Regular one-on-one meetings with engineers and collaborative sessions with my management team are crucial for effective leadership. These interactions help me align team efforts with broader goals and address any challenges that arise. Additionally, participating in governance meetings provides oversight across the customer API domain.

A key aspect of my role is to ensure that my time is well spent and contributes meaningfully to the team's success. I continuously assess how to make a difference, whether by connecting team members, facilitating discussions, or directly addressing issues. Only four months in, I’m excited to see how this will develop over the coming months and years.

Want to join Tesco?

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