A Behind-the-Scenes Take a look at How Postman’s Knowledge Crew Works – Atlan
18 mins read

A Behind-the-Scenes Take a look at How Postman’s Knowledge Crew Works – Atlan


How Postman’s knowledge crew arrange higher onboarding, infrastructure, and processes whereas rising 4–5x in a single 12 months

Postman is not any stranger to scale. What began out as a aspect mission six years in the past is now considered one of India’s newest unicorns with a $5.6 billion valuation.

APIs might be sophisticated, however Postman goals to make them simpler and quicker. Its API collaboration platform is being utilized by greater than 17 million folks from 500,000 corporations globally.

It will be simple to assume that as Postman’s firm and valuation exploded, every of their groups grew in go well with. However in April 2020, simply months earlier than Postman closed their $150 million Sequence C spherical, its knowledge crew solely had six or seven folks.

Since then, nonetheless, it has been a distinct story. Just a little over a 12 months later, Postman’s knowledge crew has grown by 4–5x to 25 folks. Within the second half of 2020, they added one new rent monthly, adopted by two four-person batches in 2021.

Final June, we couldn’t have imagined recruiting and onboarding 4 new hires in a month.

Prudhvi Vasa, Analytics Chief, Postman

However after numerous effort to construct higher infrastructure and processes, Postman’s knowledge crew is now extra snug with onboarding new hires, dealing with requests from the remainder of the corporate, and planning their work.

Because the co-founder of Atlan, the unified knowledge workspace that Postman added to their knowledge stack, I obtained an inside take a look at their small however environment friendly knowledge crew. Establishing higher crew processes whereas a crew is rising quick might be troublesome, so I assumed it might be precious to share a snapshot of how the crew works, each collectively and with the remainder of the group.

Via a sequence of conversations with Prudhvi Vasa, Postman’s Analytics Chief, I’ve written this text to dive right into a behind-the-scenes view of Postman’s knowledge crew — the way it’s structured, who they rent for various roles, how they plan and prioritize their work democratically, and the way they use sprints to continually determine issues and make enhancements.

The fundamentals on Postman’s knowledge crew

Postman has a 400-member crew with folks unfold throughout two Bangalore places of work, one San Francisco workplace, and distributed remotely throughout 4 continents. Nevertheless, its 25-member knowledge crew works collectively in Bangalore.

Now we have an information crew centrally situated. Principally, we sit collectively and we work for everybody within the group. Our imaginative and prescient is to allow all features with the ability of knowledge and insights, permitting us to take high-impact selections shortly with confidence.

Prudhvi Vasa, Postman

Postman’s knowledge crew is made up of two sub-teams — the Knowledge Engineering Crew (8 folks) and the Knowledge Science Crew (17 folks). Knowledge Engineering brings uncooked knowledge (e.g. inner or exterior, crawled or enriched) into Redshift, whereas Knowledge Science turns that knowledge into metrics, stories, and dashboards in Looker. Practically one quarter of the corporate is energetic on Looker each week, utilizing this knowledge.

The Knowledge Science crew, led by Prudhvi, is additional damaged down into three forms of knowledge analysts: central, embedded, and distributed.

Central knowledge analysts are the most typical sort — they account for 13 or 14 of the 17 complete knowledge scientists. These analysts work centrally as a part of the information crew to take care of company-wide metrics in Looker, such because the variety of customers for Postman or the top-to-bottom funnel. Additionally they remedy issues and questions that are available from different groups, corresponding to “Why was there a ten% improve in customers from the US yesterday?”

Embedded knowledge analysts are central knowledge analysts who sit with a particular crew for a hard and fast time interval. For instance, the Product Crew might ask for a devoted analyst for 3 months. An information analyst from the central Knowledge Science crew will then embed themselves into the Product Crew (thus briefly changing into an embedded analyst), work intently with the crew to unravel their knowledge downside, after which return to the central crew once they’re performed.

Distributed knowledge analysts are like embedded knowledge analysts, however they work completely with one other crew quite than returning to the central Knowledge Crew after finishing a mission. Embedded analysts work throughout completely different domains and knowledge (e.g. advertising and marketing, product, gross sales) and report back to the Knowledge Crew, whereas distributed analysts are specialists of their crew’s specialty and report back to that crew’s lead.

Debating a centralized vs. decentralized crew construction

This crew construction sounds set in stone, nevertheless it’s one thing that needed to shortly evolve as Postman employed a ton of latest knowledge analysts.

Actually, Postman first tried to make the Knowledge Science Crew extra decentralized, the place they employed analysts immediately into different groups (e.g. advertising and marketing, gross sales, and many others). These distributed analysts had been by no means meant to be a part of a central knowledge crew. For some groups, just like the Product Crew, this labored pretty properly. Nevertheless, for different groups like Advertising and Buyer Success, it failed.

The decentralized analysts began constructing their very own knowledge methods and reporting metrics to their crew supervisor. In the meantime, Prudhvi and his pre-existing, three-person knowledge crew had their very own knowledge methods and metrics. The founders shortly realized that they had been getting two completely different numbers for a similar issues.

“The issue was that they weren’t centrally onboarded,” stated Prudhvi.

If folks sit collectively, work collectively for a while, and be taught every thing in regards to the knowledge, then they will go and work with different groups. That’s the best workflow.

Prudhvi Vasa, Postman

After experimenting with decentralization, Postman has moved in direction of a extra centralized knowledge crew. They rent analysts into the Knowledge Science Crew and practice them centrally. After a a number of month onboarding course of, some new hires transfer to the extra data-mature groups (just like the Product Crew) as embedded or decentralized analysts.

As Prudhvi defined, analysts who’re employed to a central knowledge crew have the widespread context and data that’s vital for collaborating on knowledge throughout groups. “They’ve a great rapport with the central crew. They know what we’re creating, and so they additionally inform us what they’re creating. So we now have a synergy, and so they use what we construct. It has labored rather well.”

Creating ranges and hierarchy

When Postman began to create its knowledge crew, it began with a flat construction.

Since we solely began rising the crew final 12 months, we referred to as everybody ‘knowledge analysts’. We didn’t distinguish between designations for a more energizing or an individual with 5 years of expertise.

Prudhvi Vasa, Postman

This was additionally one thing that needed to change. Because the crew scaled and shortly added numerous new hires, it grew to become vital to differentiate between completely different ranges of knowledge analysts.

Now the Knowledge Analytics Crew has a reasonably easy three-part hierarchy — Knowledge Analyst 1, Knowledge Analyst 2, and Technical Analyst.

  • Knowledge Analyst: Younger analysts who’re very new to the information trade. They normally have simply began working, and principally spend their time studying new issues.
  • Senior Knowledge Analyst: The subject material specialists who’ve labored for 2 to a few years throughout completely different domains. They don’t want as a lot supervision on tasks.
  • Technical Lead: Individuals who can innovate and enhance the crew’s efficiency. They’re typically good at documentation, figuring out patterns, and rising the crew’s means and abilities.

Planning and prioritizing knowledge work

Each knowledge crew has skilled the problem of prioritization. Everybody within the group wants your time, and so they want it now. Divvying up restricted time throughout competing priorities is rarely simple, particularly with centralized analysts who aren’t beholden to a single crew.

As Postman grew, Prudhvi needed to develop a system to effectively cope with knowledge to-dos. “It’s not verbal,” he emphasised. “When somebody comes and simply asks us for assist, we don’t take it.” That’s as a result of his crew has a transparent system for scoping and breaking down knowledge requests.

It begins with a ticketing system on Jira. They’ve a “Knowledge Public” board that’s open to everybody within the group, and anybody can go on the board and create a ticket.

Most significantly, the tickets are designed to assist different groups clearly articulate their knowledge requests. Anybody who creates a ticket has to clarify the issue they’re dealing with, what questions they’re making an attempt to reply, and what affect their mission could have on Postman.

Provided that there’s a ticket, we’re going to work on it. Provided that they fill all of this data, we’re going to have a dialogue. It makes it clear for us, which is probably the most impactful factor.

Prudhvi Vasa, Postman

Subsequent, the crew follows up on every ticket, every particular person taking turns to behave as a Triager for the dash. The Triager begins on Jira, appears to be like in any respect the incoming tickets, and tries to collect extra data. If wanted, they delve into unclear tickets with questions like “Are you able to give extra readability on this?” or “This wasn’t stated. Are you able to clarify it?” As soon as the Triager is glad with all of the responses, they assign every ticket to a dash, relying on its precedence and affect.

For some requests, they could additionally do an in-person brainstorming session to additional scope out the request. This contains somebody from the information crew, the one that created the request, and different related individuals who can add worth to the subject. After a lot of questions to assist everybody zero in on the issue at hand, the analyst can clarify the best way to make clear and enhance the ticket.

In the meantime, Prudhvi retains an open line of communication with different firm leaders about balancing their knowledge requests. “If I’ve a doubt, I discuss to Ankit (the CTO and Co-founder) about what has probably the most affect,” he stated. “Then I’m going and persuade the opposite managers that we’ll take up their requests subsequent month or subsequent dash. Most people perceive that we’re prioritising different high-impact work.”

Democratizing mission allocation by way of weekly Situation Grooming classes

One other fixed downside that Postman’s knowledge crew confronted was allocating tasks. Typically folks would complain about their work — e.g. “I’m not attending to work on buyer tasks” or “I need to work on the founders’ tasks”.

Quite than making an attempt to allocate duties extra “pretty”, which is only a path to extra controversy, the crew took a distinct path. The answer was to distribute planning and hand management over to the crew’s analysts.

We democratized it. Then folks couldn’t complain, ‘Vasa, you’re being biased’. I’m like, it’s as much as you guys. You guys determine what you need to work on.

Prudhvi Vasa, Postman

Now the information crew has a weekly Situation Grooming session, the place they assess and assign new duties.

One problem with assigning duties is that some folks don’t have as a lot context as others. Newer crew members might be apprehensive about engaged on a mission they really feel they don’t perceive in addition to others, even when it might find yourself being an incredible mission for them. That’s why Situation Grooming classes begin by bringing everybody to the identical degree of understanding.

“We need to come to a typical platform, the place all of us know what every mission is about,” stated Prudhvi. “We clarify to everybody what the mission is about, then everybody can categorical curiosity in engaged on it.”

Earlier than the session, every new ticket is assigned to a separate analyst. That analyst drives their ticket — first by going by way of it prematurely to ensure they totally perceive it, then by explaining it to everybody through the name.

After the ticket explanations, the group takes up every ticket through the Situation Grooming session. Tickets with a broader scope get damaged down into smaller tickets to advertise steady supply, quite than making an attempt to ship a serious mission abruptly. “We talk about what must be performed,” stated Prudhvi. “If wanted, we convert one ticket into three tickets, then we assign the primary ticket to somebody and the subsequent tickets to additional sprints.”

After breaking every ticket down into smaller duties, the crew bids to allocate duties. “We first ask who’s taken with engaged on a process. If there are a number of folks, we now have a bidding system, primarily based on how they’re to work on or be taught in regards to the ticket. Whoever bids the very best, we give it to them,” stated Prudhvi.

Adopting the dash methodology

Because the Situation Grooming Session hinted at, Postman’s knowledge crew works in two-week sprints. Prudhvi finds them useful for 2 predominant causes.

First, sprints encourage the crew to interrupt down tasks and create steady output.

Say that the crew must forecast buyer churn. That takes a month. Leaving an analyst to work on the duty and solely studying the outcomes after weeks of effort generally is a downside. What in the event that they get caught, or what in the event that they fall behind? It may possibly take too lengthy to appreciate these kind of issues with lengthy tasks.

Nevertheless, the dash methodology encourages groups to interrupt down large tasks into smaller ones. “Some tasks take time. You’ll be able to’t ship every thing in a single week or two weeks,” stated Prudhvi. “Even when somebody raises a ticket with a giant scope, we break it down into smaller duties, and we assign them to sprints. We are saying, for this dash, that is the target.”

We don’t simply anticipate the ultimate output. We break down duties in sprints to guarantee that output is steady.

Prudhvi Vasa, Postman

Second, the dash retrospectives assist Postman’s knowledge crew constantly discover points with how they work and enhance their processes.

Each two weeks, after a dash finishes, there’s a dash retrospective. These classes encourage the crew to look again on the dash, test in on what they really completed, and assess what went properly and what didn’t. When the identical downside crops up in a number of retrospectives, the crew can add fixing that downside as a objective for the subsequent dash.

For instance, Postman’s knowledge crew discovered that they’d a repetitive problem with questions like “The place is that this knowledge?” or “What knowledge ought to I take advantage of?” Slack was overflowing, and senior folks had been spending numerous time answering questions each week.

To make issues worse, the identical questions saved showing over and over. “I requested the identical query, another person requested the identical query…” stated Prudhvi. “However they don’t know what to seek for in Slack, as a result of they don’t know the desk identify. It was very repetitive.”

It’s simple to disregard small however repetitive points till they attain a breaking level, however the dash retrospectives assist deliver them to the crew’s consideration. Because of this, the information crew launched into a mission to unravel knowledge discoverability, broke it down into smaller duties, and added them to approaching sprints.

There have been a lot of twists and turns alongside the best way, however that is really how they found and ended up implementing Atlan. Learn extra about that journey right here.

Trying forward for Postman’s knowledge crew

Should you ask Prudhvi the place the information crew stands, he’d say it’s nonetheless early. “We haven’t solved for knowledge being a product to everybody but. That’s what we need to remedy.”

Similar to each knowledge crew, they’re nonetheless working to enhance knowledge high quality points, legacy infrastructure, and surprising bugs day by day. However it’s onerous to disclaim the progress they’ve made.

A 12 months in the past, Postman’s knowledge crew would have imploded with the burden of 4 new hires. Now they’ve experimented with and applied clear processes — like centralized onboarding, inner hierarchy, higher prioritization, and Situation Grooming classes — to assist everybody collaborate on large knowledge challenges amidst huge inner progress and alter.


Massive due to Postman and Prudhvi Vasa for giving their time and assist to this text! ❤️

This text was initially revealed on Entrepreneur’s Handbook.

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