Orazio Julio Lubas

Upon joining a mid-sized marketing company with approximately 15 employees—including a five-person IT team—I was confronted with a highly unstructured and chaotic environment. Taking the initiative, I introduced and established clear development and organizational processes. This included setting up JIRA for task and project management, Confluence for centralized documentation, and implementing a standardized git-flow branching strategy for source control.

I also took full ownership of the company’s AWS cloud infrastructure, which was initially disorganized and hard to manage. By restructuring and optimizing the setup, I significantly improved transparency, security, and maintainability across the environment.

On the development side, I introduced React as the company’s new standard frontend framework, enabling faster, more scalable development and better maintainability of the codebase. In parallel, I supported the full lifecycle of a new digital product—from the initial idea and business case validation to development, launch, and go-to-market readiness—bridging the gap between business goals and technical execution.

Beyond hands-on technical work, I was also responsible for leading the IT department, mentoring team members, and driving a professional and collaborative team culture.

Being responsible for the Blockchain and NFT project as part of the SPITCH Team, I was heavily involved in developing a business idea and business case for a new product for SPITCH.

After the process of developing that idea and the case for the new product, several iterative stages of proving the feasibility of that idea had to be undergone. Those processes involved the conduct of market research, developing mathematical simulations to test the robustness of the financial stability of the idea as well as creating documents and presentations to share the idea in an understandable manner with the stakeholders.

Once that procedure was finished and the stakeholders were convinced of the viability of the business case, the technology stack and system architecture had to be established. For scalability reasons, I have decided to go ahead with a microservice architecture based on the JavaScript framework NestJS, which is based on NodeJS, for the server implementation, PostgreSQL for the database, Flutter for the Smartphone application and Kafka as messaging system for the microservices. On top of that, every microservice was encapsulated in a Docker container for flexible deployment on the Google's Cloud Platform, which were orchestrated via Kubernetes.

To maximize performance, scalability and security, the implementation of the code was based on the CQRS pattern. This architecture enabled the team to scalable develop and deploy the solution for future use.

Sadly, the company had to file for bankruptcy in November 2022.

After my versatile experience at Diebold Nixdorf in Bracknell, UK (formerly Wincor Nixdorf), I moved back to Germany, Dortmund to start a new position at the HQ of Diebold Nixdorf in Paderborn.

At my new career path, I started to take over some of the most complex and complicated parts of our software solution, which is the implementation of the exchange of symmetric and asymmetric keys with ATMs, also known as Remote Key Loading (“RKL”). Due to my specialization in this field of security related topics, I am working in several ongoing projects supporting the architects with my knowledge for specifications, developers for the implementation and testers with their scripts.

Furthermore, am I supervising the continuous integration (“CI”) and continuous development (“CD”) as well as development processes of these projects due to my previous experience.

To share my general system architecture, banking infrastructure and Diebold Nixdorf product related knowledge, I was assigned to create and hold training lessons internally, for customers at the bank as well as for suppliers using our software.