--- title: "Engineering Manager - Enterprise Integration Platform (alias ESB)" description: "Led a team of 1 to 7 developers managing 100+ data flows across 20+ business applications on Tibco BusinessWorks ESB for a 1,400-employee real estate group - capacity planning, Agile ceremonies, vendor negotiation, and ~370K EUR annual budget." locale: "en" canonical: "https://portfolio.josedacosta.net/en/achievements/engineering-manager-integration-entreprise" source: "https://portfolio.josedacosta.net/en/achievements/engineering-manager-integration-entreprise.md" html_source: "https://portfolio.josedacosta.net/en/achievements/engineering-manager-integration-entreprise" author: "José DA COSTA" date: "2019" type: "achievement" slug: "engineering-manager-integration-entreprise" tags: ["Tibco BusinessWorks 6", "SOFT Monitor", "ELK Stack", "MongoDB Atlas", "FTP/SFTP", "PGP", "GitLab CI", "PowerApps", "Jira", "Confluence"] generated_at: "2026-06-02T15:37:51.586Z" --- # Engineering Manager - Enterprise Integration Platform (alias ESB) Led a team of 1 to 7 developers managing 100+ data flows across 20+ business applications on Tibco BusinessWorks ESB for a 1,400-employee real estate group - capacity planning, Agile ceremonies, vendor negotiation, and ~370K EUR annual budget. **Date:** October 2023 - March 2024 **Duration:** ~6 months **Role:** Engineering Manager - Enterprise Integration **Technologies:** Tibco BusinessWorks 6, SOFT Monitor, ELK Stack, MongoDB Atlas, FTP/SFTP, PGP, GitLab CI, PowerApps, Jira, Confluence ### Key Metrics - Connected Systems: **-** - Business applications interconnected - Production Flows: **-** - Distinct technical data flows - Jira Tickets: **-** - Jira ESB workspace tickets - SOFT Monitor Alerts: **-** - Monitored and processed ## Presentation _Project definition and scope_ ### Business Domain Real estate (new construction, investment, rental, hospitality, student residences, commercial) - Enterprise middleware integration ### Impacted Users All Groupe Pichet departments: Finance, Accounting, Treasury, HR, Marketing, Real Estate Promotion, Rental, Hospitality, Security, IT (~1,400 employees) The **Enterprise Integration Platform** (also known as ESB - Enterprise Service Bus) of Groupe Pichet was the **central nervous system of the entire information system**. Built on **Tibco BusinessWorks 6**, it orchestrated all data flows between 20+ business applications: accounting ERP, accounting software, treasury management, hotel PMS, real estate management software, CRM, PIM (Akeneo), DAM (Bynder), marketing automation (marketing platform), dematerialization platform, digital identity management (IGA), time tracking, HR system, fleet management software, and many others. As **Engineering Manager for Enterprise Integration**, I led a team of **1 to 7 developers** (internal staff and contractors from Square IT / RS2I). I created and facilitated all Agile ceremonies (Daily, Sprint Planning, Sprint Review, Sprint Retrospective), drove the ESB roadmap for 2022-2024, managed vendor relationships, and supervised all production flows. This role required interaction with **every department and business unit** of Groupe Pichet (~1,400 employees), as each data flow represented a critical business process. I interacted with **80 people on a daily basis** on entirely diverse subjects. ### Integration Scope ### Accounting (ERP & accounting software) ### Treasury ### Hospitality (PMS & channel manager) ### Real estate management software ### Identity & Access (IGA) ### Marketing (Akeneo/Bynder) ### HR (time tracking + HR system) ### Dematerialization platform ### Fleet management software ## Objectives, Context, Stakes & Risks _Strategic vision and constraints_ ### Context Groupe Pichet is a **family-owned real estate group** headquartered in Pessac (Bordeaux metropolitan area), with approximately **1,400 employees**. Operating across new construction, investment, rental, hospitality, student residences, and commercial real estate, the group relied on a complex IT landscape with **20+ specialized applications** that needed to communicate seamlessly. The inherited ESB platform was the **state of the art of the 2015-2020 decade**; its modernization was identified as an axis of the **IT transformation program** (launched in 2022). A handover from the former ESB team lead allowed me to take over dozens of complex data flows. The monitoring system (SOFT Monitor) generated **2,377 notifications/month** requiring systematic triage. ### Critical Business Impact An ESB outage blocks accounting entries (ERP & accounting), student billing (PMS/treasury), CRM leads, pricing updates on websites, and identity management (IGA) - every flow failure has direct business impact ### System Complexity 100+ distinct technical flows, each with its own transformation rules, execution schedules, and recipients. Cross-cutting dependencies between 12+ business departments ### Regulatory Compliance Financial flows (ERP & accounting software) are subject to strict accounting and regulatory constraints. Zero tolerance for data inconsistency in financial reporting ### Infrastructure Instability Monolithic ESB architectures of this generation (state of the art of the 2015-2020 decade) had known constraints against the rise of the cloud. The IT transformation program had identified modernization as a strategic axis. ### Knowledge Concentration Critical ESB knowledge was concentrated in a single person (Jean-Francois). His departure required ~10 dedicated knowledge transfer sessions to avoid service disruption. ### Alert Fatigue With 2,377 SOFT Monitor alerts in the mailbox, there was a real risk of alert fatigue - critical failures buried among routine notifications. ### Vendor Lock-in Heavy dependency on Square IT for TMA (maintenance) and RS2I for TIBCO expertise. Contract negotiations and vendor management required constant attention. ### Scope Growth & Team Ramp-Up The 2023 roadmap exercise showed the true scope: **903 days of work** estimated across the needs raised by 8 business IT teams, at a pace that kept accelerating (new flows for hotel PMS, treasury software, dematerialization platform, HR system...). **I led the team ramp-up from 2 to 5 FTEs** to absorb this demand. We then brought in **2 additional external consultants on a time & materials basis** to support us on more specific topics. Every new flow was qualified by complexity, estimated in days and arbitrated against competing demands to stay aligned with current capacity. ### 2023 Demand Volume (working days/year) ### Flow Costing Model ### Build vs Run Ratio ### Objectives - Drive the ESB roadmap 2022-2024 in collaboration with business units and IT leadership - Manage the middleware team (1 to 7 developers) with a complete Agile ritual - Guarantee availability of 100+ production flows (24/7 for accounting flows) - Integrate new flows requested by business units (hotel PMS, treasury software, financial software, dematerialization platform, HR system, internal business tool...) - Modernize infrastructure: evaluate iPaaS solutions (Middleway SAS, RS2I/TIBCO Cloud), implement CI/CD, replace SoftMonitor with ELK stack ### Business Stakes ### Identified Risks ### From 2 to 5 FTEs to absorb the rising demand ### Complexity DEV (incl. TMA) CP/PO (incl. UAT) ### Total consumed 44% Build / 56% Run - showing the weight of operational maintenance on the integration perimeter ## The Steps - What I Did _Chronological phases and personal contributions_ ### Flow Coverage Over Time (cumulative active flows) ### Progressive Onboarding (2019 - 2021) - From the very first ESB alerts, I received and analyzed them after gaining a spot on the distribution lists - I requested and obtained admin access to the DEV1/DEV2/RECETTE environments - To centralize every integration ticket, I created the Jira ESB workspace - I launched the first COPROJ PIM/ESB meetings: planning, action plans, RACI matrices - On the upskilling side, I completed BW6 and Soft Monitor training with Square IT Services (Pierre A.) - On the Soft Monitor platform, I drove the version upgrade - cross-impact analysis and UAT - In parallel, I kicked off the Confluence ESB documentation: ERP flows, IGA flows, Soft Monitor access guides ### Full Responsibility & Team Building (2022) - I created the Daily Integration d'Entreprise (ESB) and I facilitated the daily standups - On the governance side, I set up the COPROJ Integration d'Entreprise and the Weekly SI Finance/RH/Transverse meetings - To cost ESB flows, I built the process end-to-end - To secure continuity, I led the full knowledge transfer from the departing ESB lead (~10 dedicated sessions) - On the strategic side, I conducted the iPaaS audit, evaluating Middleway SAS and RS2I/TIBCO Cloud - I ran the first Sprint Review: multi-project Sprint Backlog presentation, complexity grading, 2023 flow planning ### Engineering Manager - Full Agile (Oct 2023 - Mar 2024) - For the middleware team, I launched the full Agile ceremonies: Sprint Planning, Review, Retrospective - I drove the ESB roadmap 2023-2024 with business stakeholders and IT leadership - On the treasury migration (lots 1/2/3), I managed the flows from the accounting software to the new treasury software, including PGP decryption - I coordinated the critical ERP API migration: SOAP to REST - cross-impact on all financial flows - On new integrations, I supervised the HR system, the internal business tool and the IGA connector evolution - Finally, I drove a multi-project portfolio (ESB Enterprise Application Integration as the priority, alongside PIM, DAM, PSR and Ligneurs) and organized the structured handover in 10+ sessions before my departure ### Technical Documentation Produced - DAA - Application Architecture Document - Interactions and data flows between the ESB and satellite applications (ERP, real estate management, hospitality legacy system, treasury software, HR portal, ANAPLAN). Exchange choreography, access permissions, flow trigger schedules, deployment prerequisites. - 5 - DAT - Technical Architecture Document - Complete inventory of physical system components: servers (hostnames, IPs, CPU, RAM, OS), network flows, ports and protocols, high availability, security and performance constraints per environment. - 1 - DAU - Automation Document - CI/CD pipeline management guide for ESB Eclipse projects: Azure DevOps configuration, YAML pipelines, Maven artifacts, Git branch management and environment variables. - 1 - DEX - Operations Document - Operational guide for the ESB platform: package deployment, configuration file management (properties, templates), TIBCO component troubleshooting (TEA, BW6, EMS) across 5 environments. - 4 - DFX - Flow Specification Document - Detailed integration flow specs by business domain: SOFTMONITOR, budget, accounting, hospitality, marketing (channel manager), real estate management, HR, transcoding, treasury. Includes SQL scripts and transcoding files. - 13 - DIN - Installation Document - Step-by-step installation procedures for TIBCO and Square IT Services on pre-production and production: hardware prerequisites (VM, vCPU, RAM), software (JDK, Visual C++), network config and rollback procedures. - 4 - DMI - Migration Document - ESB version upgrade procedures (BW 6.4 to 6.5.1, EMS 8.3 to 8.5): incompatible component removal, new version installation, configuration migration and post-migration verification with rollback plans. - 4 - SCHEMAS - Architecture Diagrams - Visio diagrams of ESB infrastructure per environment (production, pre-production, staging) and DevOps/CI-CD processes: Git workflows, Azure DevOps pipelines, TIBCO BW6 deployment. - 5 ### Multi-Team Requirements Collection ### Requirements Pipeline ### Flow Demands by Team (Retained vs Postponed) ### Scope Management & Prioritization ### Prioritization Criteria **Business criticality**: Financial flows (ERP & accounting) and regulatory flows always took priority - zero tolerance for accounting inconsistencies. **Cross-dependencies**: Flows blocking other teams were escalated (e.g., IGA identity provisioning blocked security, HR, and fleet management). **Sprint allocation**: Simple flows (5 days) were batched together; complex flows (20 days) required a dedicated sprint. **Budget availability**: Some items were "retired from roadmap 2023" when the budget was not approved - these were flagged in orange in the Confluence roadmap. ### Communication of Postponements Every postponement followed a structured process: notification in COPROJ, formal entry in Jira with justification, and direct conversation with the department head. Transparency was key to maintaining trust - business stakeholders accepted delays when they understood the constraints and saw the prioritization logic. ### ESB Roadmap 2022-2024 Complete documentation corpus following ITIL standards and Technical Direction requirements ### documents produced Collecting, qualifying, and prioritizing demands from 8 business teams From the 2023 roadmap: **84 flows requested** across 8 teams, **65 retained** for execution, **19 postponed** to align with the team ramp-up phasing. Each postponement required direct communication with the requesting department head and formal justification in COPROJ. ### Active scope control under resource constraints ### Planned Flows ### Retained ### Postponed ### Major workstreams managed across 3 years ## Actors & Interactions _How I collaborated with the team and the stakeholders_ ### Middleware Team ### Key stakeholders I interacted with - Claude D. - My N+1 (IT Project Director, PSI Pole): we validated budgets together, I presented the ESB roadmap to her, and she attended Sprint Reviews - Jean-Luc O. - My N+2 (Business IS Director): I aligned him on the strategic oversight of middleware investments - Jean-Francois (ESB Lead) - The former ESB lead whose role I took over - I orchestrated ~10 knowledge transfer sessions before his departure (Sep 2022) - Business Department Heads - I engaged daily with 12+ department heads (Finance, HR, Marketing, Real Estate...), each owning critical data flows - Square IT / RS2I / Middleway - I managed these external vendors - TMA, development, iPaaS consulting - IT Transformation Program Team - I collaborated with Emilie F., Cyril M., Sebastien B. and Bertrand D. ### Agile Ceremonies Established - Daily Integration d'Entreprise - Daily - May 2022 - Weekly SI Finance / RH / Transverse - Weekly - April 2022 - COPROJ Integration d'Entreprise - Bi-monthly - May 2022 - Sprint Planning - Per sprint - February 2023 - Sprint Review - Per sprint - November 2022 - Sprint Retrospective - Per sprint - February 2023 ### People Management Practices ### Structured Onboarding Achraf L. joined the Daily in November 2023 and was operational on critical flows within weeks. The onboarding included paired work sessions with senior team members, progressive access to environments (DEV -> PREPROD -> PROD), and a dedicated Confluence onboarding guide covering each flow family. ### Cross-Company Pair Reviews We set up systematic code reviews pairing internal developers with Square IT and RS2I contractors. This bridged knowledge gaps and prevented silos from forming along company boundaries. Each flow modification required review from at least one person outside the author's company. ### Multi-Company Team Cohesion A team spanning 3 companies (Groupe Pichet internal, Square IT, ...) required explicit working agreements: shared Jira board, common Git branching strategy, unified definition of done, and daily standups where company affiliation was irrelevant. Everyone, one team. ### Mentoring & Growth I accompanied junior and intermediate profiles on TIBCO BW integration patterns, helped them understand the business context behind each flow, and encouraged them to present their work during Sprint Reviews to build their confidence and visibility. | Member | Status | Role | | --- | --- | --- | | Kalala M. | Internal | Senior ESB Developer | | Issam J. | External | Senior ESB Developer | | Achraf L. | External | ESB Developer - joined Daily Nov 2023 | | Melissa B. | Internal | Junior ESB developer | | Square IT / RS2I | Contractors | Several contractor developers on time & materials | I stepped into the middleware in 2021, and I saw the team fluctuate between **1 and 7 developers** depending on project phases and contractor availability. Leading a mixed team (internal staff + contractors from different companies like Square IT) required careful coordination from me to preserve code quality, knowledge sharing and team cohesion. I set up pair reviews between internal and external developers to bridge knowledge gaps. Ceremony Frequency Started ## Results - For Me, For the Company _Measurable outcomes and business impact_ ### Technical skills I gained through this project - **Enterprise Integration Patterns**: I gained hands-on experience with ETL, EAI, message routing and transformation - **iPaaS evaluation**: I compared Middleway SAS and TIBCO Cloud Integration through an in-depth cost-benefit analysis - **Monitoring & observability**: day in and day out, I operated SOFT Monitor, the ELK Stack (Elasticsearch, Logstash, Kibana) and MongoDB Atlas - **CI/CD for middleware**: I set up the GitLab CI pipeline for ESB flow deployment - **Tibco BusinessWorks 6**: I gained full mastery of ESB middleware configuration and troubleshooting ### Domain & management skills strengthened through this project - **Mixed-team engineering management**: I led an internal + contractor team of 1 to 7 developers - **Agile ceremonies**: I facilitated the full set of Agile ceremonies in an enterprise context, adapted to middleware/integration specifics - **Vendor management**: I negotiated contracts with Square IT, RS2I, Middleway and Akeneo - **Cross-departmental stakeholder management**: I engaged daily with 80+ people across 12+ business departments - **Knowledge transfer methodology**: I built structured 10+ session programs for critical system handoffs - **Budget management**: I managed a ~370K EUR annual envelope for the integration perimeter. This project changed the way I work: I now bring portfolio vision, vendor negotiation and cross-functional communication from day one on any assignment. ### Budget Management & Vendor Negotiation ### Flow Costing from Scratch I built the first costing model for ESB flows. The inaugural estimate became the reference template for all subsequent flow estimates presented to business stakeholders and validated by IT leadership. ### Purchase Orders & OPEX **35 purchase orders** issued (Feb 2021 - May 2022) totaling **168K EUR** documented spend. Monthly infrastructure OPEX: **18K EUR/month** for Docker/Kubernetes hosting (216K EUR/year). ### Contract Negotiation - Akeneo PIM As manager, I negotiated a **3-year commitment** at renewal to lock in the rate against a 30% price hike, backed by a cost-benefit analysis vs alternative PIM solutions. ### IT Transformation Workshop Details ### Teams Audited - Location (Rental) - Comptabilite (Accounting) - Hotellerie (Hospitality) - Parcours Client (Customer Journey) - Promotion (Real Estate) - Securite (Security) - Urbanisation (Architecture) - IT/Direction Technique ### Concrete Outputs Each workshop produced a **monitoring needs map** per department: which flows are critical, what SLAs are expected, who should be alerted, and what recovery procedures exist. These maps fed directly into the IT transformation roadmap and influenced investment decisions for 2023-2024. ### Strategic Value Running 8 workshops with every DSI team required speaking each department's language - financial terms with accounting, occupancy rates with hospitality, compliance vocabulary with security. This exercise was recognized by IT leadership as a model approach, later replicated for other transformation perimeters. ### Operational Performance Indicators ### Mean time to recovery for critical flow incidents ### New flow deployments to production ### Percentage of deploys requiring hotfix ### From business request to production deployment - 20+ - Systems Connected - Business applications integrated - 100+ - Active Flows - Production data flows operating 24/7 - 932+ - Tickets Resolved - Jira ESB space - incidents, evolutions, projects - ~370K - Annual Budget (EUR) - Licenses + contractors + tools ### For me - what this project changed in the way I work ### For the Company - Business Impact **Key deliverables during my leadership:** - **Hotel PMS integration** → enabled automated accounting entries for 4+ hotel properties, replacing manual data entry - **Treasury migration** (3 lots) → streamlined treasury operations with PGP-encrypted automated flows - **Invoice dematerialization platform** → automated invoice processing reducing manual handling by ~60% - **IGA identity management** → 7 connected systems (fleet management, time tracking, VAUBAN, HR system, TeamsRH, Intranet, internal business tool) ensuring consistent identity provisioning across the group - **IT transformation monitoring workshops** → 8 workshops mapping every department's monitoring needs, feeding into the IT transformation roadmap - **Structured knowledge transfer** → zero service disruption during both the predecessor's and my own departure DORA (DevOps Research and Assessment) inspired metrics for the ESB platform (estimates based on project data) MTTR Deploy Frequency Change Failure Rate Lead Time Estimates based on Jira ticket analysis (932+ tickets) and SOFT Monitor alert patterns (2,377 alerts). Not measured with automated DORA tooling - derived from operational experience. ## Project Aftermath _What happened after my departure_ ### Immediate Aftermath (March 2024) My departure was preceded by a **rigorous and structured knowledge transfer**: 10+ dedicated sessions covering every perimeter I managed - the complete ESB landscape, PIM, DAM, PSR, Ligneurs. Each session was documented in Confluence with step-by-step guides, flow diagrams, and escalation procedures. The team continued to operate with the Agile ceremonies I had established. Achraf L., who had joined the Daily in November 2023, was already onboarded on the key flows. Square IT contractors maintained the TMA (maintenance) contract. ### Medium Term The **IT transformation program** continued to address the infrastructure instability issues identified during my tenure. The iPaaS evaluations I initiated (Middleway SAS, RS2I/TIBCO Cloud) provided the groundwork for the modernization roadmap. The treasury migration I drove through Lots 1/2/3 was fully operational. ### Today The Groupe Pichet ESB platform remains **critical infrastructure** - the volume and complexity of data flows connecting 20+ applications make it irreplaceable in the short term. The architectural decisions made during my tenure (ELK monitoring, GitLab CI/CD, structured Jira workflows) continue to serve the team. The question of iPaaS migration remains relevant: the instability concerns flagged during the IT transformation program in 2022 ("too much instability on TIBCO BW infra, new platform desired") represent a long-term strategic decision that will shape the group's integration architecture for years to come. ## My Critical Perspective _How I judge this project with hindsight_ ### What went well - Agile transformation of the middleware team - With hindsight, the **introduction of structured Agile ceremonies** to a team that had none remains the most visible contribution: I brought **visibility, predictability and accountability**. **Sprint Reviews** with business stakeholders improved alignment and **reduced ad-hoc requests** by channeling them through proper planning. - Knowledge transfer methodology - On the **handovers** side, I executed both incoming and outgoing transfers with **zero service disruption**. The structure I adopted - dedicated sessions + Confluence documentation - became a replicable model for the department. - Cross-departmental stakeholder management - By working with so many stakeholders across **every department of the group**, I developed **exceptional communication skills**. Each department spoke its own "language" (financial, operational, technical), and I learned to **translate between them** as a core competency. ### What could be improved - iPaaS migration - completed after my departure - I did not land the iPaaS migration during my tenure despite **convincing work, studies and presentations**. **Budget constraints and prioritization trade-offs** spread the decision over time. A few months after my resignation, the teams launched the transformation - **proof that my preparation paid off**, even though I did not see the result directly. - Alert fatigue not fully resolved - On the **alert fatigue** side, the move to **ELK+mail** I drove improved visibility but did not fully solve the **signal-to-noise** problem. In hindsight, I should have pushed for a more sophisticated alerting strategy with **severity tiers** and **auto-remediation**. - Documentation remained work-in-progress - On **documentation**, the Confluence I produced was extensive but never reached the **"living documentation"** ideal. I documented some flows **post-incident rather than proactively**, creating **knowledge gaps** for less critical flows. ### What I would do differently - Push harder on iPaaS migration - I would build a compelling ROI case earlier, quantifying the cost of TIBCO instability incidents in business terms (downtime hours × revenue impact) to accelerate executive decision-making. - Create a formal "Integration Catalog" - I would create a self-service portal where business departments can view all available flows, their status, SLAs, and request new integrations through a standardized process. - Invest more in automation testing - I would push further on automated integration tests for ESB flows - their absence forced me to rely on production monitoring for regression detection rather than pre-deployment validation. ### The lasting lessons this project brought me - ESB is a political role - I experienced that managing integration means sitting at the intersection of every department. Beyond technique, I learned to **mediate conflicting priorities, translate business needs and maintain trust** - that is what makes the role succeed. - Knowledge transfer is an investment - The structured approach I developed proved invaluable. I take away that the upfront investment in time and documentation must be built into **team culture** - not into exit checklists. - Mixed teams require explicit norms - By mixing internals and contractors from several companies, I learned that explicit rules are non-negotiable: shared tools, deliberate knowledge-sharing rituals. Without them, I saw silos form on their own. - Monitor the monitors - A monitoring system generating thousands of alerts is not monitoring, it is making noise. I take away that effective observability requires constant curation: tune thresholds, kill false positives, keep alerts actionable. ### iPaaS Strategic Evaluation ### Evaluation Process ### Key Figures **47 existing flows** to migrate to the new platform. Estimated effort: **186 days** (42 simple flows x 3 days + 5 complex flows x 12 days). The **Enioka consulting study** (51 pages) provided an independent assessment of the middleware landscape and migration options. Two solutions were evaluated in depth: **Middleway SAS** (French iPaaS vendor, September 2022) and **RS2I / TIBCO Cloud Integration** (October 2022). Both showed promise but the migration scope - rebuilding 47 flows while maintaining production continuity - made the business case difficult to defend against competing budget priorities. ### Ipaas Lessons The iPaaS evaluation taught me that **technical merit alone does not drive architectural decisions** in large organizations. Budget cycles, competing priorities, and organizational inertia all weigh heavily. If I were to redo this, I would have quantified the cost of TIBCO instability incidents in direct business terms (downtime hours x revenue impact) earlier in the process to build a more compelling ROI case. ### A structured evaluation that did not reach execution ### Additional context - ESB Architecture - Hub & Spoke - Connected Systems by Business Domain - Flow Example: Financial & Hospitality - Team Organization - Team Evolution Over Time - Data Flows by Domain - Annual Budget Allocation (~370K EUR) - IT Transformation Workshop Coverage by Department - Finance & Accounting - Hospitality - Real Estate - HR & Planning - Marketing & CRM - Security & IAM - Treasury - Fleet & Services - Internal Tools - systems ## Skills applied _Technical and soft skills applied_ - **[Leadership & Team Management](https://portfolio.josedacosta.net/en/skills/leadership-team-management.md)** - Piloted a team of 1-7 developers (internal staff and contractors), full Agile ceremonies set up from scratch, coaching and Bus Factor prevention - 5 restructurings and 4 IT leadership changes absorbed while driving the iPaaS transformation vision - Structured inbound and outbound knowledge transfers, Confluence documentation became a department-wide replicable model. DORA-inspired metrics tracking, weekly 1:1 with every team member, annual reviews - **[Strategic Vision & Technical Direction](https://portfolio.josedacosta.net/en/skills/strategic-vision-tech-direction.md)** - ~370K EUR annual integration envelope, contract renegotiation (3-year rate locked), ~18K EUR/month infra OPEX - **[Project Piloting & Agile Methodologies](https://portfolio.josedacosta.net/en/skills/project-piloting-agile.md)** - Daily interactions with ~80 stakeholders across every business department of the group, steering committees, vendor relationships. Multi-project portfolio in parallel: ESB Enterprise Integration, PIM, DAM, PSR, Ligneurs, Created Daily ESB + Sprint Planning / Review / Retrospective for the middleware team (Nov 2022 - Feb 2023) - Drove the 2022-2024 ESB roadmap, 903 days of workload planned, flow costing model built from scratch, Identified and mitigated 4 structural risks (infrastructure instability, knowledge concentration, alert fatigue, vendor lock-in) + blameless post-mortems - **[Pedagogy & Communication & Collaboration](https://portfolio.josedacosta.net/en/skills/pedagogy-communication-collaboration.md)** - Translating between business languages (finance, hospitality, security), N+1/N+2 reporting, cross-team facilitation - **[Software & System Architecture](https://portfolio.josedacosta.net/en/skills/system-architecture-design.md)** - Supervised the architecture of 100+ production flows across 20+ enterprise systems, iPaaS evaluation - **[Tech & Field Versatility](https://portfolio.josedacosta.net/en/skills/tech-field-versatility.md)** - Bridged 20+ heterogeneous enterprise systems (ERP, CRM, finance, hospitality, security), operating across diverse stacks, protocols and business domains in a single role ## Related journey _Professional experience linked to this achievement_ - **Engineering Manager · Enterprise Application Integration** ## Image gallery _Project screenshots and visuals_ ## Need an enterprise application integration led and an engineering team managed? I led this enterprise application integration end-to-end while managing a team of 1-7 developers (internal staff and contractors): full Agile ceremonies, coaching, strategic roadmap, flow orchestration and real-time monitoring. Let's talk about your context. **Contact me**