Manol Dimitrov

Current Role: Software Development Manager

Where mountains become big opportunities

Learn how Manol has shaped his team and the future of tech at Tesco. Read more about the work-life balance that lets Manol lead his team over the finish line and train for the endurance sports he loves.

“I manage a team of software engineers. Essentially, we build software solutions that enable our engineering teams to be more effective. The team and I work across the organisation, liaise with other teams, build relationships, and show what we’re building and how we’re adding value. So, there’s a strong element of influence. A big focus for me is delivery, and everyone on the team plays a part.

When I joined, we expanded the team’s remit from encryption APIs and tooling to interservice communication. This transition was particularly challenging as it was a new domain for all of us. We worked tirelessly to break down the challenge, exploring potential solutions and strategies that could help us succeed. After months of proof of concepts and testing, we eventually settled on the optimum approach and are now shaping a major aspect of the technology landscape here.

“Being part of the overall transformation at Tesco adds another dimension.”

From a technology perspective, Tesco is still on a journey towards engineering maturity. If you go into a company, and every process is established and optimised, you just don't get to have that level of satisfaction. The engineering culture, behaviours, processes, and principles we embody – all these aspects are still being shaped at Tesco. Our team is part of that because we’re rolling out the new solutions and architecture that will take Tesco to the next level of engineering maturity.

And the value you add here is high because your software will be used by millions and millions of people, every day. Most of the work we do is very tangible and feeds into either a platform function or a product in the public domain. There's some experimental work that happens, like throw away proof of concepts, and so on. But even they see quite a lot of adoption, like our robot deliveries, which was previously launched as a pilot.

“Your software will be used by millions and millions of people, every day.”

There's definitely a culture of ownership and responsibility, but also of freedom. You don't have to seek approval because we are the decision-makers. Every team is fairly self-sufficient but there is support from central technology platform teams. You get to build and run everything, including your infrastructure. Again, it gives you another dimension that other opportunities won't.

Over the last 18 months, we’ve been working on a new interservice communication system. Essentially, it’s designed to help backend services talk to each other as efficiently and securely as possible. Basically, we’re improving the performance, resilience and security of the systems that power Tesco.com, improving the online shopping experience for customers.

“There's definitely a culture of ownership and responsibility, but also of freedom.”

Work is important, obviously – but life is first and foremost. I have a few hobbies outside Tesco, including endurance sports. Mainly, I run – I do a lot of mountain running, and I go to the Alps and the Lake District to race. More recently, I’ve also been cycling and swimming.

With the support of my manager, I’ve made training and development a daily habit that fits in seamlessly around my work.

Everyone's got their own priorities, whether it’s hobbies or family commitments. Trust must be the default, whether that's between me and my manager, or me and my team. And if you lead with trust, it builds trust in others. From a cultural perspective, it tends to be pervasive as Tesco. And transparency is key. I’m always clear about what I’m doing and how much time it will take. When a life event happens – which it often has over the last few years – that’s the priority at Tesco.

“Work is important, obviously – but life is first and foremost.”

More and more, I've looked for opportunities where my work can have a direct impact on customers. And at Tesco, that’s definitely the case. I’ve been here for a year and a half. The new environment and culture has been a valuable learning experience. Looking after the team, strategy, direction – and how we can solve real business problems – continues to be my challenge. It’s all interlinked.

Do I see Tesco as a place where I can continue growing? 100%. There are a multitude of opportunities. There’s a trend in our industry – not even a desire, but an assumption – that you'll move around every two to three years. But if you’re in a place where you can experience new challenges, there's no need to leave. Once you're part of a big family like Tesco, there are many doors you can open.”

Being part of our Technology team means you get the time and tools to try new things. Like the ideas that make life a little better for our customers. And the career progression that makes life a little better for you, too.