Case study localize city - Entry of a Development Manager into the Organization, from R&D Crisis to 100% Growth in Less Than a Year
This time we meet veteran technologist Erez Yakoel, who gives us his perspective on recruitment, retention, and development of development teams, dealing with manpower challenges, the importance of long-term thinking rather than short-term, which always catches us unprepared, and how to manage research and development in the current era.
ארז יקואל (Erez Yakoel), a veteran technologist, with over 25 years of experience in cyber companies, startups, leading high-tech companies like Cellebrite, RSA Security.
Leading mentor at GrowthSpace
A pleasant person with a wealth of life experience.
Maybe not all of us are familiar with the company Localize, but what is certain is that if you rented, sold, or bought a property in recent years, you almost certainly visited its flagship company, Madlan (Madlan).
Erez, the company’s development manager, describes the recruitment processes of the teams in Ukraine and Israel, the differences in processes and conduct between the recruitments, and how important it is to build a quality team and know how to maintain it.
The level of precision invested in the AI + Machine Learning field by Localize is amazing. It is a customer journey managed precisely to provide the customer with all the information they really need, up to identifying the point where human intervention is required to complete the process.
Upon entering the role, Erez faced significant challenges, such as the resignation of several team leaders simultaneously, right in his early days at the company. These challenges only helped him build much stronger and more stable teams later on.
We discussed dealing with research and development costs, the tiny margin for error in this field. For every mistake by a development manager, a company can pay millions, and sometimes even more.
So how do you really build R&D correctly? We start by setting business goals and objectives which are mandatory, and after establishing them, we build teams that operate in full alignment with the goals we set.
We touched on a very sensitive topic, concerning the growth of companies. Often, companies experience rapid growth but do not know how to handle and manage it. Situations may arise where a company fears high and sharp expenses, which can actually halt its progress and development.
And of course, an important topic, if not the most important today, is manpower. Is it right to recruit a junior and invest a lot of money in them? Or maybe a senior? Additionally, isn’t the potential inherent in a candidate the most significant thing we should see before us?
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