Senior Architect

The Software Developer III is an architect level position for developers who possess demonstrable experience and skill, having worked for an extended interval as a professional software developer, on production-level software products.

 

This position, the individual is responsible for the technical design, coding, testing, debugging and documentation of complicated software components.  The individual is expected to use best practices; adhering with coding standards & conventions, under the direction of the Software Development Team Lead or Manager.   Individuals within this position will be assigned software development projects of with loosely defined scope and size, with the expectation that they identify and define parameters and deliverable milestones for the project.

Responsibilities

This position requires individuals who are able and willing to take responsibility for complicated projects with tight deadlines and high qualitative expectations, with a reasonable degree of creativity and latitude.

  • Develop detailed technical designs as assigned, based on requirements and/or functional designs.
  • Produce software components, interfaces, classes, functions, web-pages, etc., as necessary in order to faithfully implement designs, as assigned.
  • Create complete and accurate documentation, both within the code being created, and externally as input to the documentation team, or in the form of technical white-papers or other publications.
  • Test and debug software to ensure correct behavior, including unit- and regression-test production and maintenance, where appropriate.
  • Complete assigned software projects on time and within budget.
  • Mentor junior staff members.
  • Break projects down into logical components that can be worked on by other staff.
  • Work with team leads and managers to facilitate progress and identify blockers to achieving milestones.
  • Adhere with all policies and procedures applicable to the position, department, division and larger organization.
  • Individuals within this position will work directly with our clients on software development projects of moderate size and scope
  • Complex debugging of client issues requiring development assistance.

Education & Qualifications

  • Bachelor’s degree in computer science or related field.  A combination of education and experience may be substituted.
  • 8 years or more professional experience, working with production (preferably, enterprise-level) software products.
  • Highly proficient in either Java or .NET.  Both preferred, but not required.
  • Highly proficient with JavaScript.
  • Proficient with SQL and relational databases.  Oracle preferred, but not required.
  • Demonstrable knowledge of software development best practices, including demonstrable practical experience in best-practices associated with software design, coding, debugging, testing and documentation.
  • Excellent written and verbal communication skills, including the ability to convey technical concepts clearly and effectively.
  • Proficient  with source control systems like SVN and Git.
  • Experience with agile methodology (SCRUM) .
  • Experience with Atlassian eco system of tools (example JIRA, Bitbucket, and Confluence) preferred but not required

Location

Columbia, South Carolina

If this could be of interest, please email me:

Larry Janis, janis@issg.net

Hiring in 2020 from your perspective

With the pandemic, the traditional face-to-face interview was suddenly replaced with video conferencing using tools such as Zoom, Skype and Go-to Meeting– leaving many in the interview space scrambling to figure out how to best assess candidates in an entirely new way.

Since everyone is adapting and learning in real time, we thought it would be helpful to crowd source ideas for improvement from our network of professionals. We can all benefit from understanding the challenges you have faced and the actions you have taken to foster improvement around interviewing.

Below are questions to consider. Please feel free to choose from them and/or contribute your own thoughts and insights.

For Hiring Managers

  • What steps have you taken to transition interviewing to a virtual environment?
  • What have you done to set the stage for professionalism in a virtual interview?
  • How have you conveyed the company culture when candidates don’t have the opportunity to see your office and meet your team?
  • How have you made it comfortable for candidates to be their best selves virtually, especially if they are unfamiliar with your conferencing tool of choice?
  • What have you learned by doing virtual interviews? What tips can you offer?

For Candidates

  • What steps have you taken to understand the company that you didn’t need to do for a face-to-face interview?
  • What tips on dressing can you offer to ensure you and your environment reflects a professional image?
  • What have you learned by doing virtual interviews? What tips can you offer?

Many thanks in advance for your contributions and please let us know if you would or would not like us to use your name in our published report.

Thank you in advance for your time and contribution to our blog. We will send you a link when we have compiled the results.

Please email us:

Larry Janis janis@issg.net

Jeff Bruckner bruckner@issg.net

Integrated Search Solutions Group

ISSG I Twitter I LinkedIn

Why Now Is the Perfect Time to Rethink Talent and Leadership

Startups and scaleups worldwide are facing a make-or-break moment with coronavirus, a health crisis with vast and unprecedented economic consequences. Each entrepreneur is in a unique situation, whether they’re well-funded, planning their next funding round or struggling through the uncertainty.

As a result, founders are turning to their VCs and mentors for support and conversations are, unsurprisingly, centred around cash. In the UK, while £81m has gone to startups that haven’t received investment previously, there’s been a 31 percent decrease in deal numbers compared to the same period last year—so it’s a pressing issue.

But cash alone only presents half the story. As startups seek advice on how to weather the storm and find positives in the situation, the conversation broadens. To survive this period of instability, growing businesses should look toward the key cornerstones of success: talent and leadership. After all, the best founders never waste a crisis and now is a good time for them to refocus.

The vision could be great, the founders innovative and cash readily available, but without strong leadership and world-class talent, businesses can’t continue to thrive in this climate. How to look after and manage teams during this time, as well as understanding what staff cuts to make and how, are important considerations that startups are looking to VCs for support and advice on.

A conservative approach. 

Any business plans that organisations had in place ahead of the pandemic are now likely to be irrelevant. Businesses need to start from scratch with a clear view of their burn rate and shouldn’t be afraid to rip up the rule book and abandon existing plans. Startups already doing this have looked to renegotiate their office rents, contracts with providers and suspended online advertising, for example.

Reducing such costs is sensible in a challenging fundraising environment. Deals have slowed down and the Pitchbook European VC Valuation Report points toward a decrease in early seed rounds. New investments certainly have stopped and great companies always get funding, but many investors are focusing on how to support their existing portfolio. The crisis isn’t over yet and, with further outbreaks still possible, now is the time to be conservative. (more…)

The Real Leadership Challenge Of 2020? Creating Cultures Where Everyone Feels They Belong

We’re midway through 2020, and suffice to say, the year hasn’t gotten off to a great start. But as we look ahead to the next two quarters, leaders across every sector know that while the immediate crises may have abated, the tough work remains to be done.

Now, leaders are not only tasked with trying to stabilize their operations and drive growth, but they also know that in whatever form they seek to rebuild their organization’s culture, it must be with a committed effort toward diversity, inclusion and equality.

It shouldn’t take social movements like #MeToo or #BlackLivesMatter to awaken a collective consciousness around long and justly held grievances or systemic biases, and reactionary responses or promises that pay lip service to the problem as opposed to doing the hard work to forge sustainable and systemic solutions don’t help.

Let’s face it: Despite millions of dollars and years of effort to address diversity and inclusion, most organizations haven’t moved the dial far or fast enough. What’s needed is a different approach. So, as we head back to the drawing board, we’d be well served to change course on a few fronts:

1.   Stop Framing The Issue As A Problem

For too long, we have framed the issue of diversity and inclusion as an intractable problem, debating whether quotas are right or targets are fair. Instead, we need to reframe it as a catalytic, powerful solution, focusing on the competitive advantage our organizations stand to gain if they were made up of truly diverse workforces.

(more…)

Agility Is Key To Getting Through This Coronacrisis

by Kate Cooper

Running an organization is not like running a car, though some think it is. Mechanical analogies are all too common: ‘well oiled-machine’; ‘running like clockwork’; the ‘nuts and bolts’ of the organization. Anyone would think that companies were made of screws and lugs, not people.

The decades-long pursuit of efficiency gains has led many to regard organizations as robotic production lines. The hope is that each passing day sees the apparatus churn out slightly more than the previous 24 hours.

But the ‘organization-as-a-machine’ model has been found out. It wasn’t modern efficiency theory that helped companies negotiate the coronacrisis. It was the antithesis of the robotic doctrine of ‘the same but faster’. It was the creativity and imagination of people.

In an article for the Chief Executive Group, George Mason University’s Professor Saurabh Mishra warns of a dark side to the quest for operational efficiency.

“[…] efficiency leads to a routinization of processes and necessitates a focus on constant, but incremental, improvements in operations,” Mishra writes. “As a result, efficient organizations often have few resources left for managers to react to dynamic business conditions or to formulate innovations that build new markets.” (more…)