Roman
Naumenko

Context

MacroActive is a platform for online fitness creators with hundreds of thousands of clients worldwide. A few dozen engineers who were skeptical about AI. A growing backlog and the same budget.

Role

Engineering Lead since July 2025. I'm moving engineering to AI and own technical leadership and architecture oversight.

What I did

• Set up processes and architecture practices: Domain-Driven Design, a shared domain language, ADRs (Architecture Decision Records), trunk-based development instead of a PR-based workflow, SOPs for the main processes.
• Set up quality gates in every main product: CI and automated AI code review. AI-enabled development requires them.
• Built a living AI context for the key projects: architecture, rules, constraints, tools. The team updates it as it works.
• Ran R&D sprints and workshops to show the team what AI can do. Gave everyone agents and connected the tools they need.
• Described the feature development cycle and automated most of it with agents and AI skills: specs, development, QA of the main business scenarios. The team uses the shared skill library every day.
• One-to-ones with each person: we look for their growth areas and the tasks where AI helps them most.

Result

In two quarters, AI-enabled development spread from two engineers to the whole team. Engineers write code semi-automatically with shared skills and focus on architecture decisions and review. QA automates its own routine work, and product managers write specs with AI.

Context

A ten-year-old user interface. A Big Ball of Mud architecture with some microservices, talking to each other through a tangle of webhooks and custom endpoints. No single way to authenticate and authorize, accounts duplicated across services, and a failed attempt to adopt Keycloak. The old interface was hard to change, so the company built a small separate module for every task, prototype or new feature. The modules weren't connected, and the interface turned into a Frankenstein.

Role

Engineering Lead. I own technical leadership and architecture oversight.

What I did

• Audited 100+ services, built the company's first architecture map with the dependencies between services, and published the first engineering roadmaps.
• Picked the main pain points: one account and SSO through an Identity Provider (IDP), a unified API Gateway, and a new frontend on an updated, AI-ready design system.
• Dropped Keycloak in favor of a new IDP that fits the multi-tenant architecture. We did the core of the account migration in 6 months.
• Drew clear boundaries between modules and microservices, which now talk through facades and a unified API Gateway. For the frontend, introduced the backend for frontend (BFF) pattern, which also talks through the unified API Gateway.
• Updated the MacroActive design system and made it AI-ready, with context, instructions, strict rules and guardrails for agents.
• Built the foundation of a new app on this design system to bring the scattered modules together. Wrote AI skills for adding components, designing and prototyping interfaces. Now PMs build prototypes from ready components, agents assemble interfaces, and developers finish them.

Result

A new React app on one design system runs in production.

Context

The region needed a single window where Russian and foreign investors could reach the regional authorities and use their services.

Role

Built the agency's web portals.

What I did

• The regional investment portal: registers and catalogs of infrastructure and investment sites with a map.
• API integration with the agency's internal systems to show investment projects and sites.
• A direct line to the regional authorities, application forms for investor services and a public rating of cadastral engineers.
• A small and medium business portal with information, training, an events calendar and services for entrepreneurs.
• The website of the MKK “Primorsky Region Development Fund”.

Context

A regional cinema network. Tickets were sold only offline, at the box office, on a legacy system nobody could change safely. There were no online channels.

Role

Worked in-house at the cinema network and led my own small team doing development, marketing and video for the network's services.

What I did

• Moved ticket sales online: launched them on the website and in self-service kiosks, and designed a single partner API for sales on third-party platforms.
• Built a single API layer over the legacy system and moved the services to a service-oriented architecture, so new services no longer depended on the old code and the old software could be replaced piece by piece.
• Created an ERP (Enterprise Resource Planning): a system for managing the company's films and content, including the repertoire and news.
• Created a system of 100+ devices for the cinemas: digital signage, digital displays, audio announcements and self-service kiosks for ticket sales.
• Moved communication with the audience online: social media, email, YouTube and gamification.

Result

More than half of ticket sales moved online. A year after the New Year 2016 game, Aeroflot launched a similar one.