NetSuite Chief Architect$ 100k/Year ($ 50/Hour for 40 hours of productive work per week) Remote Position Long-term
Our organization is seeking a NetSuite expert to help us with architecting and implementing across our global business. This candidate will define and develop a central data structure to support complex finance flows.
The NetSuite Chief Architect will work with the key stakeholders to design functions, and prototypes for implementation. The candidate will be working for one of the world's fast-growing private equity enterprise software organizations that acquires one new enterprise software company per week. To be effective in the role, the applicant needs to execute in a fast-paced, and challenging environment.
ESW Capital is moving the entire $1B organization to NetSuite. The NetSuite Chief Architect’s role will be to utilize NetSuite’s standard building blocks to architect, implement and deploy NetSuite across the organization. The key to this architecture will be to define and develop a central data structure to support the complex finance flows of a multinational and heterogenous corporation.
The NetSuite Chief Architect will collaborate with finance and engineering teams to convert their business requirements into a live solution of enterprise quality. He/she designs functions, prototypes, and implements, tests, trains, designs support procedures, leads work streams and implementation. The NetSuite Chief Architect deploys the solution to meet the desired business goals and continually improves it.
Success will be judged on simplicity and effectiveness.
A hiring event is a scheduled online event where all our relevant testing relating to a role is conducted on the same day. Submissions received during the event are graded the following week, and successful candidates notified if they have progressed to the next round which is an online interview with a Hiring Manager.
Architect, implement and deploy NetSuite across the global company in an effective and scalable manner
Develop a central data structure to drive standardization
Implement NetSuite using best software engineering practices - metrics, automated testing, etc
Design standard and simple support for Finance processes including invoicing, accounting, Accounts Payable (A/P), Accounts Receivable (A/R), Financial Reporting, General Ledger
Integrate NetSuite Central solution to legacy systems, plan and manage data transfers
Supervise, mentor and develop team members on NetSuite Central usage. Develop a standard acquisition procedure to easily map legacy business processes and structures into a standard and straightforward central data structure
Manage all aspects of the solution to go from requirements to acceptance and sign-off
Provide ongoing post-implementation support to optimize user adoption. Suggest new processes to increase efficiency and productivity
Demonstrate your experience and expertise in Netsuite: Crossover is your chance prove you can propose best in practice implementation and support strategy.
Experience the Scale and Intensity: Crossover gives you an unprecedented visibility to the top technology companies throughout the globe and gives you an opportunity to work on multi-million dollar revenue products processing millions of transactions using revolutionary and radically differentiated processes in a high intensity environment.
Continual Improvement: With our culture of setting SMART goals, you will receive candid feedback weekly instead of waiting for quarterly or annual reviews to help you take timely corrective actions for your overall learning and development.
Work ExamplesHow do you know when and how to apply a particular technology? How can you be sure your shiny new tech isn’t going to stifle your architecture in the long-run?
Here are some playbooks produced by our team members on how to safely and effectively apply two of the latest “big things” in technology
What does a good technical product manager look like?
TPMs should be super-technical and great at connecting the CORE of the software's design decisions to the way that those decisions allow the product do the "important thing" in the best way possible. They focus on data structures & algorithms, not slick UI/UX. They write their logic/rationale down so that it can be vetted by healthy debate - or at least understood! They engage directly on the important topics. They spec important product simplifications ("non-features") as often as they spec the “must-have features”.
How would you describe a day of work as a VP of TPM at Crossover?
If I had to describe it succinctly, I would say that the main thing a VP of TPM does each day is to focus on a "thing" that needs a solution. It may be a data structure or an algorithm for a brand new product. It may be how to change an existing codebase to adopt some new technology component that will make the product much better, or retire a bunch of low-value code, or a variety of other problems we are trying to solve. TPMs write down their thinking/logic in the most succinct and clear way possible. They work with other people (global/remote) to ask questions in order to get peer-feedback, and feedback from their manager.
How many products does each role manage? What’s the typical size of each product team?
We don't limit the number of products that TPMs work on in that way. They generally work on one product at a time, and once finished solving that problem/design, they move onto another product. They may come back to a product too. We want TPMs to have continuous learning. By doing this, our TPMs learn many new technologies, design patterns and architectures, industries, and business models. We have designed our organization and processes so that this works. We like people on the team to contribute work and ideas in a fluid manner, in the same way, that great, high-caliber engineering teams all work on many different parts of the same codebase. As long as they are all of sufficient skill, collaborative, and have the right review/approval process, so the code isn't a complete mess. It may be slower in the short-term (because of ramp up) but its better in the long-term. Our engineering teams generally follow the "2 Pizza Rule" regarding size.
How are the teams formed within the actual projects and as VP of TPM would I have any influence over the selection of the project I'd be working on?
Our view is that TPMs (and the TPM Org) should not focus on managing or influencing the engineering delivery team. We leave that to engineering management. Our TPMs focus on making the important technical decisions that in aggregate define “how the software should work to deliver customer value” and not on “how the engineering team should work to deliver the software.” An analogy would be the way an Architect's job is to clearly define the important decisions regarding the construction of a building but is not part of the building team that the construction company uses to build the building.
How do you know what insights are important?
The important decisions are always there, and they always get made one way or another. The question is whether they are made deliberately and with the gravity they require, or whether you find out how they were made after it is too late. Our process works to identify these decisions early - we invest the necessary time and skill, drive alignment and feedback from all parties, and learn and improve over time. To do this, TPMs must be very technical and able to explain the reasoning for their engineering decisions. TPMs need to see the "big picture" and focus on the important capabilities, not the many minor features. TPMs must be fast learners and great writers and know the difference between controlling what is truly "important" versus micro-managing engineering (which we do not want to do). This is the core of our 30-day CTO Bootcamp process - we, focus on our quality bar, and the goal of our processes.
How do you measure success?
This is a long answer, but the basic idea is that we define actual deliverables for TPMs. These weekly deliverables are quite structured, and we check the quality of the content within those specs. For example, we evaluate how "Important" the content is, how correct the "Technical" content is, and how clear and justified the rationale for the "Decision" is. We call those ITDs, and TPMs get feedback on the quality of their work. So, by measuring the Quality and the Quantity of work, we measure success. In the longer term, we also measure how well those decisions played out in the real world
How does the TPM organization fit within the rest of the organization?
Our approach to Product Management is heavily technical, and that is because of our belief that the most important thing is mapping the customer problems to a 10x better engineering solution to that problem. We try to simplify and make the core of the product 10x better instead of chasing every little feature that competitors do or developing piles of minor features from the backlog. That said, we also send the core messages to marketing and sales so that they can do their job. Those core messages start with the TPM team.