continuously deploying culture: scaling culture at etsy - velocity europe 2012

Continuously Deploying Culture

Scaling Culture at Michael Rembetsy, Director of Operations Engineering (@mrembetsy)

Patrick McDonnell, Senior Operations Engineer (@mcdonnps)October 4, 2012Velocity Europe

About Us• Operations team at Etsy totals twelve

• Engineering totals 125

• Company totals about 350

• 15 million members in over 150 countries

• Over 800,000 sellers

• 1.4 billion page views monthly

Disclaimer

A + B != Culture

The Beginning

Silos and Barriers• Etsy employs 30 to 35

• About half are engineers

• Siloed culture, barriers to collaboration in engineering

• “Sprouter”

• Designed to prevent engineers from directly touching databases

Management Shake-up• Maria Thomas promoted to CEO

• Understands that community is of utmost importance

• Begins to prioritize culture that supports community

• Chad Dickerson brought on as CTO

• Starts to bring focus to engineering team

Bring the Pain

Opening Communications• fix.etsy.com

• First time exposing engineering to community

• Scheduled maintenance posted ahead of time

• Outage follow-ups

• Culturally, technical debt needs to be paid off

Opening Communications• fix.etsy.com

• First time exposing engineering to community

• Scheduled maintenance posted ahead of time

• Outages followed upon

• Culturally, technical debt needs to be paid off

2008 Takeaways• WTF did I get myself into?

• Low or no impact projects

• Downtime is accepted / needed

• Community is most important

• Lucky to make it through holiday season

2008 End of Year Snapshot

• Gross Merchandise Sales: $87.3 million

• Visits: 163 million

• Unique Visits: 47.7 million

2008 Action Items• Gain support from the top and bottom to change culture

• Increase transparency both within the organization and to the public

• Pay back technical debt as soon as possible

Sea Change• Major shift in culture

• People leave or are let go

• Too many remotes

• Teams centralized in Brooklyn

• Need “DevOps” culture before remotes are manageable

Building the Foundation• DevTools team created

• Develops first iteration of Deployinator

• Stabilizes the deploy chain through dev, QA, and prod environments

• Infrastructural overhaul

• Move from lighttpd to Apache starts

• Added monitoring and graphing

• Better metrics exposure to non-technical divisions

Hiring Push• Only two operations engineers and too few local developers

• Concentration on sourcing talent to keep pace with growth

• Move from Downtown Brooklyn to larger space in DUMBO

• More accessible to non-Brooklynites

• More mature tech and art community

Internal Improvement• Stand-up meetings

• Time-consuming, but necessary to improve communication

• Inter-team collaboration

• Ops involved in decision-making for dev projects and vice versa

• Internal stability much stronger, damage control period ends

• Network solidified, infrastructural foundation allows for future growth

Stability Arrives• Everyone wants to collaborate from top down and bottom up

• Not just upper management pushing down

• Everyone shapes culture, suggestions always welcome

• People happy to come to work, contribute beyond their job description

• No more scheduled downtime, site remains up as much as possible

• Master database purchased as a stopgap for holiday capacity

2009 Takeaways• Foundation solidified

• Technology

• Human capital

• Beginning of “DevOps” culture

• Berlin Wall falls


• Gross Merchandise Sales: $177 million (102.6%)

• Visits: 320 million (96.8%)

• Unique Visits: 92.9 million (94.8%)

• Page Views: 6.45 billion

2009 Action Items• Stabilize the parts of your organization which create thrashing

• Hire staff that will make a difference

• Think about collaborative processes

• When dealing with staffing constraints, prioritize projects by impact

• Get things done (later “Just Ship”)

Renewed Energy

.etsy.com

Very end of 2009Today

30

20

10

40

Standardization Effort• PHP

• Use it and nothing else

• Everyone should be able to read and rewrite your code

• MySQL becomes database of choice

• Backfill of PostgreSQL tables to MySQL shards begins

If it Moves, Graph it• Graphing tools

• Ganglia, Graphite, FITB, Weathermap

• Monitoring

• Nagios, Naglite

• Increased focus on work/life balance

• We removed alerts! WHAT?

Management Ideals• Accept failures but not lower standards

• Доверяй, но проверяй (trust, but verify)

• Blameless post-mortems

• Welcome one-on-ones (http://bit.ly/cCWMqr)

• Career planning

• Happy company = happy community

Engineering Processes• Developer on call

• A/B Testing

• Prototypes

• Feature flags and ramp-ups

• Schema Change Thursday

2010 Takeaways• Paring down the number of technologies used for development

• Focus on technical visibility throughout the organization

• Developers take responsibility for code release

• Freedom to hire as needed

• New focus on work life balance




• Unique Visits: 147 million (58.2%)

• Page Views: 9.25 billion (43.5%)

2010 Action Items

• Don’t guess at what’s wrong; graph it, monitor it, and find out

• Empower developers with responsibilities

• Have clear, documented standards and practices

• Keep human management a priority

The Reaping• Death of non-standard technologies

• Mongo, Scala, CoffeeScript, etc. removed from production systems

• Sprouter is eradicated

• No more Python

• Removal of a major barrier to full developer accountability

• Check out Ross Snyder’s talk at Surge 2011 (http://bit.ly/po8zIj)

Organizational Change

• Management becomes more engineering focused

• Chad becomes CEO

• Kellan is promoted to CTO

• John is promoted to SVP of Technical Operations

Technical Contribution• Big push to contribute to open source and technical community

• Deployinator, Statsd, Logster, many more

• Three annual goals for every engineer

• Speak at a conference

• Write a blog post

• Open source code

Still Scaling

Configuration Management

And Still Scaling Culture• Engineering culture decides git is better for our working style than svn

• Product development efforts are refocused on high-impact products such as search ads

• Ops works to improve signal-to-noise ratio of alerts and develops internal tools such as Schemanator

• Focus on security

• SCRAM team, Security and Fraud team

• Check out Nick Galbreath’s talk at DevOpsDays Austin (http://slidesha.re/IMaavq)

Happy Holidays

• Game days to test failures before they happen

• Capacity planning is easier

• More dashboards (framework now on GitHub!)

• Improved weekly financial reporting

2011 Takeaways• Year of the tool

• Statsd, Deployinator, Supergrep v2, Logster, Schemanator, FITB

• DevTools adds three engineers

• Automation reaches maturity, few surprises

• Focus on security allows PCI infrastructure to be completed in 6 weeks

• Engineering matures, both platform and people




• Unique Visits: 237 million (61.1%)

• Page Views: 12.9 billion (39.3%)

2011 Action Items• Senior management at a tech company should be technology-

focused

• Implement configuration management and automation as soon as possible (saves headaches later)

• As technical staff increases, continue to focus on projects that matter

• New technical challenges do not dictate cultural shift

Massive Growth• Explosive growth in hiring

• Major organizational changes around product

• Increased focus on community

• High-impact products (shipping labels, gift cards)

• Ramp-up of internationalization projects

• Unique engineering challenges force non-standard technology

• Redis

• Virtualized CI test slaves

Spreading Information• Invitation to other teams to stop by the office for a chat

• Ops becomes more involved in external informational exchange

• Code as Craft blog posts

• Rapid scaling of personnel, no one knows everyone

• Remotes come in to Brooklyn more often

Work in Progress• Developer boredom curbed by allowing transfers between teams

• Even between divisions (such as engineering -> product)

• Developers now read data from prod databases for development

• Removes one of the last anomalies between development and production

• Front End Performance team forms to minimize site load times

2012 Takeaways• Organizational resilience allows for total focus on community

• Improvement on international product

• Increased transparency to the public

• Focus on informational exchange, both internally and externally

• Open source all the things

2012 Action Items

• Know when not to try something

• Focus on performance early

• Allow dynamic allocation of resources

• Don’t allow size to dictate culture

Future Predictions• “Wait till you hit 500 people, that’s when everything falls apart”

• Etsy will not fall apart, but will change

• Management supports and responds to cultural shifts

• Freedom of movement between job functionalities

• Trust that change is for the better

Future Predictions• Will create better and innovative ways of communicating as we scale

• Building tools is the Etsy way

• Continue to influence corporate culture

• B Corp

• Employee happiness

Office Hours

Sponsor Pavilion Table A2:00 to Last Call at the Bar

Michael Rembetsy (@mrembetsy)Patrick McDonnell (@mcdonnps)

https://github.com/etsy

continuously deploying culture: scaling culture at etsy - velocity europe 2012

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