Like the seasons in a year, Aircall is organized into quarters (Q1 to Q4), and some milestones and meetings are repeated with this frequency.
Aircall is a fast-growing, multicultural, inclusive company. You’ll work with very different people, in different places—remote or onsite (or a mix of the two)—even within your squad.
This means that, if we want to keep cohesion, share a common background of values, and act as a single company (not a bunch of teams), we need to put in the time and effort to build meaningful connections.
Each quarter you’ll be invited to participate in a team-building activity. Based on the scope of the event (local, regional, or global), it might be in-person or remote.
The goal of these events is to get to know each other better and to grow as a team, being conscious of our differences to use them as advantages instead of drawbacks.
The quarterly review
We want to make sure all Aircall employees have a clear understanding of their roles and responsibilities. To make sure we’re all on the same page, we have a quarterly review schedule to go over goals, performance, and your career trajectory.
Goals can be a mix of individual and squad or team goals. They can relate to personal growth, training, and collaboration or they can relate to the development (or delivery) of features or components. To make sure all our goals are trackable, we help employees develop SMART (Specific, Measureable, Attainable, Relevant, Time-Based) goals.
Your first year
Things go pretty fast at Aircall, so it can be difficult to know what to expect. Between funding rounds and product releases, what we’re building here is exciting, to say the least. Here are some of the things I’ve experienced in my first year:
We have participated in a PoC to build a new component, based on AWS and BPMN, to manage incoming calls in a smarter way than static routing.
I’m one of the proud winners of a hackathon, developing a (working) simultaneous translation component for our phone solution from scratch.
I have seen the Madrid tech hub grow from three people when I joined to close to 50 by the end of the year.
I went sailing with the rest of the engineering team.
I was promoted from Tech Lead to Engineering Manager.
We organize five tech meetup events. Three were in-person events that contributed to the developer community in Madrid.
We’ve developed a new call broker component improving the scalability and reliability of our product.
I’ve participated in a Manager Training Programme, growing as a lead and knowing a bunch of interesting people.
Published on January 2, 2024.