Situation and challenges to overcome:
[Commercial] Hard to tie developer experience (DevX) to business outcomes. Our products don’t generate revenue for Airwallex. We demonstrated value by driving operational efficiency for our Solutions Engineering org (thereby getting sponsored [Cultural] DevX has historically deprioritised: DevX and tech writing didn’t exist as a product domain and developer experience best practices didn’t exist in the 8 years of Airwallex’s existence. [Capabilities] Little support from the wider business: Our team was “incubated” outside the product and engineering org. Contrast this to Stripe where DevX and docs are embedded in their culture and is incentivised/punished The initial team structure was 1 PM, 1 designer, 1 tech writer, 3 junior engineers. We lacked engineering and tech writing leadership and lost this headcount in the current economic environment.
DevX Problem Statement:
The DevX Strategy for 2022 was to solve a very simple problem: how do we save time for both: (1) Airwallex Solutions Engineers (SE), and (2) Developer Users.
Key metrics:
Customer waiting time saved We kept it simple and did three things really well:
“Legitimise” DevX and Tech Writing as a product team Automate back office tasks for our solutions engineers which impact the customer Self-serve docs to minimise unnecessary back-and-forth with