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​Software engineer with over a decade of experience in the design and development of complex distributed systems, including high-loaded microservices and large data storage. Worked with the majority of the most popular and established technologies. He is passionate about non-trivial solutions that empower engineers to make a better world! 𝗦𝗲𝘀𝘀𝗶𝗼𝗻 𝗧𝗶𝘁𝗹𝗲: Spec-Driven Development: Why It Works and Why It Doesn't? 𝗦𝗲𝘀𝘀𝗶𝗼𝗻: If you still generate Swagger from your code or if you never heard about AsyncAPI, this is a must-attend for you! We will talk about one of the most reliable and efficient ways of software development for companies and teams of any size regardless of their architecture, technology stacks, and frameworks. Everybody knows "code-first" or "design-first" and even the "specification-first" approaches when we talk about microservices and APIs, but what if we can expand it to the whole system and not only for service communication, let's dive in!

Alongside her 'side job' as an advisor/consultant, Dr. Hajar is a Senior Director and a member of the Executive Board at NTTData Switzerland. She has been in the IT industry for over 18 years. A proven executive with global experience, she serves as a client leader and change agent. Dr. Hajar’s passion lies in creating inclusive and empathetic work environments where people are encouraged & supported to be the best they can be, embracing their most authentic selves. She was granted the Business Leader Award for Best All-round Female in IT in Europe and the Global Influencer Leader Award. Having experienced the power of recognizing authentic behavior firsthand, she wanted to ensure she paid it forward and gave other women the chance to experience it as well. She is a board member of a Swiss leader, a member of the Advisory Board of MOD-ELLE, and also a member of the Advisory Council of the WINconference. 𝗦𝗲𝘀𝘀𝗶𝗼𝗻 𝗧𝗶𝘁𝗹𝗲: Culture, transformation, Tech and the Future: A Leader's Sweet Spot 𝗦𝘆𝗻𝗼𝗽𝘀𝗶𝘀: Most major change initiatives—whether intended to boost quality, improve culture, or reverse a corporate death spiral—generate only lukewarm results. Many fail miserably. Why? Too many managers don’t realize that transformation is a process, not an event. It advances through stages that build on each other, and it takes years. Pressured to accelerate the process, managers often skip stages. However, shortcuts never work. Guiding change may be the ultimate test of a leader—no business survives over the long term if it can’t reinvent itself. Yet, due to human nature, fundamental change is often resisted vehemently by the people it affects most: those in the trenches of the business. Thus, leading change is both essential and incredibly difficult.