TaniHub Group

Building A Team from Ground Up

Dalam pengembangan tim, Oki berpegang pada empat hal penting, yakni memberi contoh, keberanian, transparansi, dan no baper & zero ego.

The year 2017 is such an eventful year for Oki. A year after he received his Computer Science degree, he decided to take a big leap of faith – cofounding an agritech startup, now widely known as TaniHub Group. TaniHub Group was just turning one that time. He remembered that everything was limited and lacking, including himself.

The team was just consisted with four junior full stack engineers and two junior devops engineers. Google was their main mentor. Back then, there’s no guidelines nor best practices. Oki and his team had to do everything mostly on their own. “Everything was messy and unscalable, including the code we wrote,” Oki added.

Working hand in hand with Edwin, they decided to dissect their tasks, like managing people in the team and reporting. At that time, Oki only had three engineers who reported to him directly. Despite the small number, he felt happy and challenged, as he could develop his skills in leading a team and coding.

As per today, the team is now consisting of 52 people. This is a big milestone for Oki, growing a team of 6 to 52 in a span of 4 years. In the past years, there are 6 things he learnt from this journey:

  1. Leading by example: Especially when leading a super lean team at first, I have to make sure that whatever I ask of the team, I’m ready to do it myself. If I asked them to stay in the office to work on the deployment, I was there late with them. If I criticize the quality of their code, I have to be ready to show them what clean code looks like.
  2. Courage: Fail fast, learn fast, and improve fast. Strive to make an innovation first, reliability second and efficiency last (100% predictability equals 0% innovation). Dare to start new innovations and ideas, as long as they are supported by research and the potential to improve our current situation. If that fails, don’t forget to have a plan B.
  3. Transparency: Be open with the team about issues, blocks, or improvements. This openness and transparency can help build trust within the team.
  4. No baper and zero ego: We work in teams and not individuals, so we have to accept that there will be differences in skills, opinions and personalities. Easily offended by criticism, self-righteousness, and belittling someone on your team, all such attitudes are unacceptable.


Four years have passed and there are still times when I feel exhausted, guilty for possible wrong decisions and even doubting my own abilities. However, looking at our team now and how far we have come, I fully believe that this is a challenge that I have to go through to take our team to a new level that we have never experienced before. At this point, I focus on connecting, listening and investing in the team, especially in the main players on our team. Appreciate and appreciate the good, and learn from the bad. #KeepPlantingKeepGrowing

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