Lessons learned from delivering banking application in startup that raised $230 mln investment
Abstract
This paper sets out lessons learned from delivering a banking application inside a startup that raised two hundred and thirty million dollars in investment. It addresses two questions that engineering organizations face as they scale, and which are usually answered separately even though they are connected in practice. The first is process: how to organize the work of building and delivering software so that delivery remains predictable while the company and the codebase are both growing. The second is culture: how to build and hold a working culture inside a fast growing company, where the number of engineers changes faster than the conventions they share. The paper draws on direct experience of that environment rather than on a general model of scaling. Attendees take away material they can apply within their current employment, whether or not their organization resembles a funded startup building in a regulated domain.
- Published in
- Proceedings of the Raptors Conference, Vol. 1 (2026)
- Conference
- Raptors Conference 2026, 21 October 2026, online
- Accepted
- 2026-09-16
- DOI
- https://doi.org/10.68495/rc.2026.C026
- Presentation
- Slides are not yet available for this paper.
- Licence
- © 2026Andrew Kiselev. Published under Creative Commons Attribution 4.0 International (CC BY 4.0).
- Publisher
- Hackathon Raptors, Community Interest Company 15557917, London, United Kingdom
- Permanent address
- https://proceedings.raptors.dev/kiselev-lessons-learned-from-delivering
Open access. Every entry in the Proceedings is free to read, with no charge to authors and no charge to readers. Slides are served from this site, so they stay available at the paper's permanent address.
Cite this paper
Andrew Kiselev (2026). Lessons learned from delivering banking application in startup that raised $230 mln investment. Proceedings of the Raptors Conference, Vol. 1 (2026). Hackathon Raptors, London. https://doi.org/10.68495/rc.2026.C026
@inproceedings{raptors2026-c026,
title = {{Lessons learned from delivering banking application in startup that raised \$230 mln investment}},
author = {Kiselev, Andrew},
booktitle = {Proceedings of the Raptors Conference},
volume = {1},
year = {2026},
publisher = {Hackathon Raptors},
address = {London, United Kingdom},
doi = {10.68495/rc.2026.C026},
url = {https://doi.org/10.68495/rc.2026.C026},
abstract = {This paper sets out lessons learned from delivering a banking application inside a startup that raised two hundred and thirty million dollars in investment. It addresses two questions that engineering organizations face as they scale, and which are usually answered separately even though they are connected in practice. The first is process: how to organize the work of building and delivering software so that delivery remains predictable while the company and the codebase are both growing. The second is culture: how to build and hold a working culture inside a fast growing company, where the number of engineers changes faster than the conventions they share. The paper draws on direct experience of that environment rather than on a general model of scaling. Attendees take away material they can apply within their current employment, whether or not their organization resembles a funded startup building in a regulated domain.}
}
TY - CONF TI - Lessons learned from delivering banking application in startup that raised $230 mln investment AU - Kiselev, Andrew T2 - Proceedings of the Raptors Conference VL - 1 PY - 2026 DA - 2026/09/16 PB - Hackathon Raptors CY - London, United Kingdom DO - 10.68495/rc.2026.C026 UR - https://doi.org/10.68495/rc.2026.C026 AB - This paper sets out lessons learned from delivering a banking application inside a startup that raised two hundred and thirty million dollars in investment. It addresses two questions that engineering organizations face as they scale, and which are usually answered separately even though they are connected in practice. The first is process: how to organize the work of building and delivering software so that delivery remains predictable while the company and the codebase are both growing. The second is culture: how to build and hold a working culture inside a fast growing company, where the number of engineers changes faster than the conventions they share. The paper draws on direct experience of that environment rather than on a general model of scaling. Attendees take away material they can apply within their current employment, whether or not their organization resembles a funded startup building in a regulated domain. LA - en ER -