Experience Is Measured By Problems Solved.Not Years Worked.
For more than thirteen years, I've been building iOS applications across startups, enterprise companies, and fintech organizations.
I've written code, designed architectures, led engineering teams, mentored developers, and helped ship products used by millions of people.
Every role taught me something different.
Together, they shaped the engineer I am today.
McDonald's
Senior iOS EngineerMcDonald's is one of the world's largest consumer applications, serving millions of users across multiple countries.
Working on a product at this scale required a completely different engineering mindset.
Every change had to consider performance, reliability, localization, scalability, and user experience.
Small decisions could affect millions of users.
As a Senior iOS Engineer, I was responsible for delivering production-ready features while collaborating with international teams.
My work included developing new functionality, maintaining production quality, collaborating with backend engineers, participating in architecture discussions, improving application stability, conducting code reviews, and engaging in technical discussions.
Every feature had to meet high engineering standards before reaching production.
World Cup 2022 Campaign
One of the most memorable engineering challenges was implementing advertisement campaigns during the FIFA World Cup 2022.
Unlike ordinary feature development, campaign-related functionality required careful coordination across multiple systems.
The implementation had to be flexible enough to support marketing requirements while maintaining application performance.
Another interesting challenge involved supporting Right-to-Left (RTL) layouts for different markets.
Building software for global users means thinking far beyond a single language or layout.
- Building software for millions of users teaches humility.
- Performance matters. Consistency matters. Quality matters.
- Most importantly: engineering discipline matters.
- Being part of a world-class engineering team.
- Contributing to one of the most recognized consumer applications in the world.
- Learning how large engineering organizations design, review, test, and release software at scale.
ABB Mobile
iOS Chapter LeadABB Mobile is the flagship banking application of one of Azerbaijan's largest banks.
Unlike joining an existing engineering organization, this opportunity was different.
The iOS engineering culture had to be built from the ground up.
As iOS Chapter Lead, my responsibilities extended far beyond writing code.
I was responsible for building the iOS engineering team, establishing engineering standards, defining development workflows, conducting technical interviews, mentoring developers, reviewing architecture, making technical decisions, and collaborating with product managers, designers, QA engineers, and backend teams.
The goal wasn't simply to ship features.
It was to build an engineering organization capable of delivering high-quality software consistently.
Creating Engineering Culture From Scratch
Every process had to be designed.
Code review guidelines. Architecture standards. Communication practices. Mentoring systems. Technical growth. Engineering documentation.
The biggest challenge wasn't technical.
It was organizational.
- Engineering leadership isn't about writing the most code.
- It's about helping the entire team become better engineers.
- Success becomes measured by the team's growth rather than individual output.
- Building an engineering team.
- Creating an environment where developers could continuously improve.
- Helping establish technical standards that supported long-term product growth.
Two Types of Engineering.
These experiences taught me something important.
There are two completely different types of engineering.
Building software.
Building engineers.
Both require different skills. Both require empathy. Both require systems thinking.
And both are equally rewarding.
Birbank Business
iOS Chapter LeadBirbank Business is a digital banking platform designed for entrepreneurs and businesses.
Unlike traditional consumer banking applications, business banking introduces a completely different set of engineering challenges: permissions, multiple user roles, company accounts, approval workflows, financial operations, security, and scalability.
Every feature must balance usability with strict business requirements.
As the iOS Chapter Lead, I was responsible for both engineering excellence and team growth.
My responsibilities included leading the iOS engineering team, defining technical direction, reviewing architecture, conducting code reviews, mentoring developers, collaborating with product managers, designers, QA engineers, backend teams, and stakeholders, improving engineering processes, and hiring and growing engineers.
The role required balancing technical leadership with business priorities.
Business Logic Meets Engineering Precision
Business banking is fundamentally different from personal banking.
Every screen carries business logic. Every action can have financial consequences. Every feature requires collaboration between multiple departments before implementation even begins.
One of the biggest engineering challenges was transforming complex business requirements into intuitive mobile experiences without sacrificing security or maintainability.
Many engineering decisions involved long-term architecture rather than short-term implementation.
- Good architecture becomes increasingly valuable as products grow.
- Engineering leadership is about making decisions that continue to make sense years later.
- The best technical solution isn't always the best product solution.
- Finding that balance is one of the most valuable engineering skills.
- Building an exceptional engineering team.
- Watching junior engineers become confident professionals.
- Creating an engineering culture focused on quality, ownership, and continuous improvement.
- Helping deliver one of Azerbaijan's leading business banking applications.
Borderless eSIM
Founder & iOS EngineerBorderless eSIM began with a simple question: Why is mobile connectivity while traveling still so complicated?
Building an eSIM application introduced an entirely new engineering domain.
Unlike previous enterprise projects, there was no internal documentation, no experienced colleagues, no established engineering process.
Everything had to be learned from scratch.
As a founder, my responsibilities extended far beyond software development.
I was responsible for product strategy, technical architecture, iOS development, supplier research, understanding eSIM technologies, evaluating API providers, designing onboarding flows, improving user experience, making product decisions, prioritizing features, and building alongside my co-founder.
The role required constantly switching between engineering, product management, and entrepreneurship.
Learning an Entire Industry
The biggest challenge wasn't writing code.
It was understanding an industry that was completely unfamiliar.
Learning how eSIM provisioning works, understanding activation flows, comparing providers, researching pricing models, and testing installations across devices.
Documentation was limited. Answers were difficult to find. Many solutions came from experimentation rather than documentation.
That experience reinforced one important belief: engineers are researchers. Great engineers don't stop when documentation ends. They keep digging until they understand the system.
- Building a startup teaches different lessons than working in enterprise.
- There are no separate departments, no predefined roadmap, no existing processes.
- Every decision becomes your responsibility.
- It forces you to think beyond code — about customers, business, marketing, product strategy, support, and growth.
- Engineering becomes only one part of a much larger system.
- Building Borderless with my co-founder despite having no prior experience with eSIM technology.
- Learning an entirely new technical domain through curiosity, experimentation, and persistence.
- Proving that strong engineering fundamentals make it possible to learn almost any technology.
Lessons That Continue to Shape My Career.
Every project changes the way an engineer thinks. Looking back, I don't remember every feature I built. I remember the lessons.
Great Products Are Built by Great Teams
One engineer can build a feature. A great team builds a product. The highest-performing teams I've worked with all shared similar characteristics: trust, ownership, clear communication, healthy code reviews, curiosity, and continuous learning. Engineering culture is never accidental. It must be intentionally designed.
Software Is a Business Tool
The goal is not to write elegant code. The goal is to solve real business problems. Understanding the business behind a product changes engineering decisions — it influences architecture, prioritization, performance, scalability, technical debt, and user experience. The best engineers understand both technology and business.
Communication Is a Technical Skill
Many engineers believe communication is a soft skill. I disagree. Explaining an architectural decision, giving constructive code review feedback, helping junior developers, presenting technical trade-offs, leading discussions — these are engineering skills. Great software is built through conversations before it's built through code.
Curiosity Is a Competitive Advantage
Almost every meaningful opportunity in my career started with curiosity. Learning iOS. Exploring SwiftUI. Leading engineering teams. Building Borderless. Studying Artificial Intelligence. Teaching developers. None of these happened because someone told me to. They happened because I wanted to understand something better. Curiosity compounds over time.
AI Rewards Strong Engineers
Artificial Intelligence changes workflows. It does not replace engineering fundamentals. The engineers who benefit most from AI are the ones who already understand architecture, debugging, systems thinking, software design, and product development. AI increases leverage. It doesn't replace judgment.
Today my work sits at the intersection of four disciplines.
Engineering
- Building production-quality iOS applications.
- Designing scalable systems.
- Leading technical initiatives.
Leadership
- Helping teams become more effective.
- Mentoring engineers.
- Creating engineering culture.
- Making long-term technical decisions.
Education
- Teaching practical software engineering.
- Creating educational content.
- Speaking at conferences and workshops.
- Helping developers grow their careers.
Entrepreneurship
- Building products.
- Validating ideas.
- Learning distribution.
- Combining engineering with business thinking.
The next chapter of my career isn't about becoming a better Swift developer.
It's about helping define what modern software engineering looks like in the age of Artificial Intelligence.
I believe the future belongs to engineers who combine deep technical knowledge with AI-powered workflows.
That is the future I am building toward.
Let's Build Better Software.
Whether you're an engineer looking to improve your skills, a company looking for technical leadership, a conference organizer, a podcast host, or a founder — I'd love to connect.