Zefir’s mission is to empower people to move forward. This means that our end goal is to build not only an instantaneous selling and buying experience, but rather a one-stop-shop for all the steps of the process: prospecting, buying, selling, financing, moving, etc.
In order to achieve this difficult task in a fast-paced and ever-changing environment, we embrace a tech culture that empowers engineers to be real doers and owners of the company's success:
- We ship fast while keeping our engineering excellence 🚄
- We own our stuff 😇 and we deliver value 💸, not code
- Automation is king ⚙️ and we are always ready to deploy 🪖
- We embrace calculated risks ☠️
- We succeed and grow as a team, and we fail as a team 🧑🏻🤝🧑🏾
In other words - we tool ourselves with the necessary means to achieve a consistent high speed in delivering real business value in the long run. We do so by not having QAs and empowering engineers to write unit, integration, functional and end-to-end tests. We consistently refactor our codebase to achieve modularity in small increments. We have a continuous integration/deployment strategy. We manage our own Kubernetes cluster in GCP to have the liberty to use the best tech for each problem. These are just examples.
Minimum of 2
Deployments to production each week
Technologies and tools
Google Cloud Platform
Google Cloud Platform and Kubernetes are at the center of our infrastructure, allowing us to be nimble on how to manage microservices and keep our high delivery throughput without sacrificing product quality and tech ownership.
Since we are an async-first company with a strong written culture, we use Notion as the main interface for aligning everyone.
We use Linear to more efficiently control our development cycles, as it is laser-focused on easiness of use and we tend to favor people over processes.
Organization and methodologies
We are organised in Business Units, with cross-functional squads inside each BU. Each squad has 1 product designer, 1 product manager, 1 Engineering Manager and 6-7 Engineers (tech and data). At the end of each cycle, squads undergo a retrospective workshop for continuous improvement, and a planning workshop to define the top priority work to be done for the next cycle.
We are heavy adopters of Lean and we follow a Kanban methodology with 2-weeks development cycles, where engineers are empowered to take ownership and steer the product - we do not have QAs nor Product Owners, senior engineers write the tickets, define specification with the business and product, and test the application.
We also have several initiatives for learning and improvement: A bi-weekly tech workshop where someone shares a technically challenging task developed, bi-weekly feedback sessions with our direct managers, a book club, etc.
The tech recruitment is the following:
- First round with the HR manager - to introduce the company and validate that the candidate has the necessary soft skills
- Focus interview with the Head of Engineering and the Head of Product - concrete behavioural questions about ordinary situations that the candidate might encounter (or has encountered) during his career
- Technical test + technical interview with the Head of Engineering - remote test (i.e. a software engineer is asked to code a small fullstack application), then the candidate has a technical interview with the Head of Engineering to discuss the test itself and some other technical topics
- Cultural interview with the founders - concrete questions to validate that the candidate demonstrates the company culture with his past and current actions
- Reference check - 2 calls to get a global view of the candidate
- Offer 🔥