Experience.

Apr 2024 – Oct 2025 · Tehran

Context: a classifieds platform with 5M+ monthly users, roughly 65 engineers across seven teams, reporting to the CEO with no separate CTO. Traffic had been declining for about eight months when I arrived, and the Android app hadn't shipped to production in roughly two years.

What changed: we investigated the decline across Search Console, logs, and ranking data; rewrote the failing custom SSR frontend; fixed deep links through backend changes; and shipped the Android release that unblocked everything. Alongside the technical work, the organisation itself changed — clearer ownership, restructured teams, regular independent releases.

The full story — including what I'd do differently — is the site's main case study: When technical debt becomes business debt

Nov 2022 – Apr 2024 · Tehran

Context: a discount and cashback platform where I held unified responsibility for technology and product.

What changed: every engineering priority was tied to revenue, cost, or risk; the organisation was redesigned into autonomous cross-functional squads; and we set the strategy for — then launched — our own payment infrastructure, reducing dependency on third-party providers. A technical-debt roadmap was commissioned and governed; eliminating a 45-second checkout bottleneck was one visible result.

The debt-roadmap experience later fed directly into an essay: When technical debt becomes business debt

Dec 2021 – Dec 2022 · Tehran

Context: a vehicle inspection and leasing platform separating from its parent company, Divar.

What changed: we directed the full separation of infrastructure, data, and codebases without disrupting the parent company, and built the engineering organisation from scratch — hiring, culture, practices, and an independent headquarters. The vehicle-leasing product went from conception to delivery as a new business vertical.