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Essays & notes

Quality, operations, product, leadership and life — each written in its own language. Most pieces in English, Portuguese and Spanish.

AllQualityOperationsProductLeadershipLife
LanguageAllENPTES

10 pieces

Bar chart: a defect costs about ten times more caught in homologation than in the requirement, and about a hundred times more in productionQualityQuality is not a gate at the end of the lineA team that only tests at the end is not doing quality. It is doing damage assessment.EN · PT · ESRead →Two columns of squads: with a dedicated QA each they look covered; with one person away, that squad stops homologatingLeadershipWhat breaks when every squad has its own QAOne tester per squad feels like coverage. It is usually five single points of failure.EN · PT · ESRead →The same list of prioritisation criteria, read as bureaucracy when written in a quiet week and as politics when written during the conflictOperationsWrite the prioritisation criteria before the first conflictCriteria agreed in calm look like bureaucracy. Criteria agreed in a crisis look like politics.EN · PT · ESRead →Four indicators side by side — coverage, backlog, bugs and overload — each with the question it has to answerOperationsAn indicator nobody acts on is a report, not an indicatorHomologation coverage, backlog, production bugs, team overload. Four numbers, one question each.EN · PT · ESRead →Two columns: the mechanical test cases a model writes well, and the ones that need knowing how this particular operation behavesQualityAI writes the obvious test cases. That is the point.The value is not the scenarios it generates. It is the hours it gives back for the ones it cannot.EN · PT · ESRead →The onboarding track with its six internal areas, a progress bar, and the three places people get stuck every weekProductClient onboarding is a product, and it has usersIts users are your own commercial, legal and support teams. Nobody treats them like users.EN · PT · ESRead →Two columns contrasting a no delivered as a verdict, which comes back in three weeks, with a no delivered as a reasonProductSaying no is easy. Holding it in week three is the job.Most prioritisation does not fail at the decision. It fails at the re-litigation.EN · PT · ESRead →Two plans of the same length: planned forward, the squeeze surfaces in month four; planned backward from the date, it surfaces in week oneOperationsA regulatory deadline is the one date that does not negotiateEverything else in the plan can move. Build the plan around the thing that cannot.EN · PT · ESRead →Five steps from environmental engineering at UTFPR through Bragança, Valladolid and a telecoms network to quality in fintech, with what did and did not transferLifeI trained as an environmental engineer. Then I changed everything.Bragança, Valladolid, a telecoms network, and the slow discovery that the method travelled better than the subject.EN · PT · ESRead →Two columns: quality as a department, where everything passes through the same fifteen people, and quality shared, where less arrives brokenLeadershipQuality stops being an area the day it stops being only yoursIf quality is a department, you have a department. If it is shared, you have a culture.EN · PT · ESRead →

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Essays & notes — Jessica Guardezi