Georgiy Mogelashvili
Engineering Manager @ JetBrains
Amsterdam, The Netherlands
Actions
In his almost 20 years experience Georgiy had a chance to work for small local companies, country scale enterprises, non-profit organisations and international big tech corporations, such as Booking.com, Shopify and Grafana Labs.
Georgiy joined JetBrains in 2024 as Engineering Manager to help the company, teams and people ship products more efficiently.
Georgiy also works as individual mentor and coach for developers and team leads, helping people from different organisations become better every day. He is a funder of GetMentor.dev, online tool which helps people find mentors.
In his spare time Georgiy likes building Lego, planespotting in airports around the world, and spending time with his family.
Area of Expertise
Topics
Six Things I've Learned as a Manager I Wish I Knew Before
Understanding the business — a shift in mindset from "I'm implementing a feature because I was told to" to "I'm implementing a feature because it will help users," and then to "this will help clients, so I will propose a new feature."
Proactivity — as a consequence of understanding the business. When there is clarity on how to improve the company, a developer begins to act more proactively and independently proposes ideas, both product-related and internal.
Proactivity leads to responsibility — if it's my proposal, then I need to ensure that it gets implemented.
Communication — if I'm responsible for something, I need to be able to coordinate with others and keep them informed about the status.
Understanding people — if I need to reach an agreement with someone, I need to understand how to approach them.
Ability to give and receive feedback — important for growth, so as not to remain stagnant and to understand what can be improved in oneself and others.
Mentoring & Coaching: w̶t̶f̶ ftw!
Every Lead, be that lead dev or team lead, is responsible for growing people around them. We help them grow with various techniques - demonstrating best practices, doing code reviews, programming together in pairs and so on.
However, have you thought about how can we help pour people grow as people? How do they acquire essential soft skills or move up on the career ladder?
I believe that mentoring and coaching are the key techniques every Lead should know and use in their daily life. Help junior developer with relevant advice. Ask Senior QA deep open questions to find out their motivation. These are the things you can do in your day to day job to help people around you become better.
In this talk I will cover key differences between mentoring and coaching, when can we use them and how you can become better at this.
(almost) Fair performance reviews
How good does a painter apply colors on a canvas? Can a poet make rhymes twice faster? Does software engineer produces efficient code?
These questions are all about similar problem - how to evaluate a performance of an artistic person? Unfortunately there is no single answer nor universal solution yet. At Booking.com we set up our own processes which apply to 1500+ IT employees. We evaluate performance based on not only what people did, but also how did they do it, using all available data from peers around.
From this talk you will learn what to take into account while evaluating developers performance, how to keep the process efficient and how to make sure you are fair and not offending anyone.
Game of Roles: how did we solve growth problems by playing games
Forget about classroom trainings - they are boring and can give you knowledge, but not practice nor skills. At Booking.com there are two developers, who invented the new way of education - online community marathon with heavy focus on self-reflection and practice - which already helped dozens of their colleagues grow and get promoted to Senior developer role. We call it Game of Roles and it already became an internal "franchise" to help people grow in other career roles (e.g. Team Leads).
In this session you will learn about how did we come up with such concept, what does it mean in details. You will learn about the framework behind each training, and, most important, how can you apply same principles at your organisation without much effort but with high outcome.
Being leader, not a boss. Autonomy and servant leadership in teams management
Being a leader, not a boss. This simple phrase is well known to everyone. However there are lots of situations in real life when team lead takes full control within their teams, leaving team members without any autonomy in decisions and actions.
Same was in Booking.com some time ago. Team leads were the only people responsible for teams processes, people, meetings and everything. But then organization began to grow tremendously. We realized that for successful growth we need to change management paradigm. We need to provide more opportunities to people, motivate them. We implemented autonomous teams: no more team leads, every team member is equally responsible for team's success.
Even though that experiment was stopped after a while, we had lots of useful learnings, which then defined what a team leader means now. Today we have Servant Leadership as a main leadership paradigm in teams. It means team members still have some autonomy, but there are team leads to keep things under control.
From the talk you will learn how Booking.com implemented autonomous teams, what went well and what failed, and how does it all work today.
The Story of Teams Autonomy and Servant Leadership
When faced a tremendous growth, company may have a problem - how to motivate all their employees and set them for success? One of the possible solutions we experimented with at Booking.com was idea of having autonomous teams - teams without direct managers (team leads) and where each and every member was equally responsible for team dynamics and perfromance. We believed that through providing autonomy, people will drive their own and company's performance.
It was partially true but also not. We had to stop the experiment, but we gained many useful learnings, which helped us improve the way teams are working. Not giving up with autonomy, Booking.com re-introduced team leads back as servant-leaders - people who drive and control team's autonomy and who can adjust to the situation.
In this talk you will be guided through the story of team leaders evolution at Booking.com. You will learn how did autonomous teams perform and what was great about it, will also learn some lessons we learned, and get some insights on how teams are organised today in the organisation with more than 1,500 people in IT.
QCon New York 2018
Title: The Story of Teams Autonomy and Servant Leadership
https://qconnewyork.com/ny2018/presentation/empowered-teams-presentation-0
RIT++
Big umbrella-event for several conferences under one roof (frontend, backend, management). About 2000+ participants and 100+ speakers
Codefest 2018
Largest IT conference in Siberia
https://2018.codefest.ru/lecture/1247/
TeamLead Conf 2018
Conference for team leaders
http://teamleadconf.ru/2018/abstracts/3168
Cloudbrew 2015
Presentation title: A/B test with azure websites traffic routing
TopConf Talinn 2015
Session title: GTA: How to make your visitors Get The App
DevDay Kyiv
Presentation title: A/B test with azure websites traffic routing
Mobile App Europe
Session title: GTA: How to make your visitors Get The App
Microsoft DevCon 2015
Session title: Web site cloud A/B testing - why, how and what to do with it
Codefest 2014
Session title: Masterclass. Cloud mobile backend with Azure
Codefest 2013
Session title: Mobile services, blobs and Windows 8. Data storage in Windows Azure
Georgiy Mogelashvili
Engineering Manager @ JetBrains
Amsterdam, The Netherlands
Actions
Please note that Sessionize is not responsible for the accuracy or validity of the data provided by speakers. If you suspect this profile to be fake or spam, please let us know.
Jump to top