How to design a well-designed offsite

How to design a well-designed offsite

How To Design a Well-designed Offsite

Helena SEO
Director, Product Design
June 28, 2018

UX Design at Groupon is an organizationally-centralized but geographically-distributed team. There’s one time of year when everyone in the team — designers, researchers and content strategists — come together for our annual spring offsite.

The offsite has provided the team great opportunities to learn new skills, expand creative thinking, and most importantly unify and strengthen the team. It’s been an annual tradition since 2013, and we feel very fortunate to be a part of the company who values and invests in team building.

Our team just had this year’s offsite for three nights in beautiful Monterey, CA, in early May. It had a successful turnout, scoring 4.86 out of 5 in overall satisfaction based on the internal post-event survey.

This article isn’t meant to be another chronological documentation of the event for the self-indulgent celebration. Rather, the goal is to share a few useful tips and ideas on how we were able to achieve a nearly perfect satisfaction score at the offsite with those of you who are also planning for a similar event in the future.

I find that designing an offsite somewhat similar to the UX design process. You need to understand main demographics first, empathize their pain points and interests, go through multiple rounds of diverging and converging, and finally deliver the most creative possible solution within constraints.

1. Get the logistical headache out of everyone’s way

Similarly to any personal trip, having to rent, drive or park a car can be one of the biggest logistical headaches during the team offsites. Specially when nearly 30 people are in motion all at once, there are likely more chances of unexpected unfortunate instances. Those instances can take fun and excitement away from the actual offsite event.

This year, we decided to avoid the issue by investing in a shuttle service: One shuttle taking the locals from the Palo Alto office and another one taking the travelers from San Jose airport. Nobody in the team had to drive, and we could get around downtown via Uber/Lyft easily once we were in Monterey.

2. Involve everyone in planning, but with a specific ownership assignment

The more ownership the team feels themselves, the more active engagement and participation there will be at the offsite. Instead of a top-down planning, we decided to take on a more autonomous approach this year and truly practice “team of the people, by the people, for the people.”

Each team member owned some part of planning and operated in a designated committee, whether it was about running a skill training, selecting a dinner venue, producing event schwag, coordinating transportation, etc. Slack was an effective tool for the specific committee discussions.

Because of the shared responsibility, no one was overly burdened by the planning task this year. Also, as there was genuine, shared ownership of the event, everyone sincerely cared for and contributed to the success of the offsite.

3. Leverage the internal talents to better everyone

You’d be amazed to know how much diverse talent and knowledge exist internally, and how great it is to learn from each other. These internal knowledge transfer can be sometimes more applicable and practical than learning from an expensive external speaker, because the training content is more contextual to the daily task at hand.

We recruited the trainers within the Design team for both technical and soft skills a couple of months in advance, and asked everyone in the team to sign up for the classes of their interest. The sufficient lead time provided the trainers enough time to prepare for the class materials, strategize the right interaction model with the trainees, and design the difficulty level properly.

In this year’s offsite, the technical trainings were all about prototyping in a tool of individual’s choice: Framer, After Effect and CSS. As our design team focuses more on innovation of micro interaction and effective collaboration with engineering team, enhancement of the prototyping skill becomes more critical across the board.

Soft-skill trainings had two breakout sessions: How to improve storytelling skill using user-centered case and how to understand nuances of working with data. Both sessions were designed to help the collaboration with the cross-functional teams and empower the design organization further.

These internal trainings enabled continuing Q&As and motivated each other to hone in skills further not only during the offsite but also the post-offsite.

4. Design one-of-a-kind activities through a creative spin

A few images may come to a mind when you picture a corporate offsite: A roundtable for introducing each person, an icebreaker game, a blindfold challenge, and if budget allows, perhaps a ropes course.

We didn’t do any of that in this year’s offsite. Instead, we considered how these activities can uniquely leverage our creativity as a cross-functional design team. Here are a few activity examples the team thoroughly enjoyed and therefore scored high in satisfaction:

A. Introduction of everyone via a trading card

Just for a background, each quarter, individuals in UX Design team are paired up with a “buddy” who they normally don’t work with. Buddies go through a few conversational activities to discover each other over the quarter, and then present each other in various forms at the end of the quarter. This activity has proven to an effective way to build a supporting system within the team and create a collaborative, friendship-based culture.

The outcome of this quarter’s buddy activity was a trading card. We used it as a way to introduce everyone in the team at the outset of the offsite. Everyone had such an interesting story to tell about his/her buddy creatively, and the session itself played a nice ice breaker as we were heading to the three-day eventful offsite.

(Credit for designing the buddy trading-card program goes to David Schnorr and Matt Hanson! Stay tuned for their upcoming article that’s dedicated to this particular program.)

B. Team building through building a boat — a real boat that floats!

We wanted to pick a unique team building activity that involves creative strategy and collaborative problem solving to reflect our team’s strength, and boat-making activity perfectly satisfied our goal. We worked with Adventure Associates to help facilitate this event.

We formed 6 teams, each with 4–5 team members. Every team was given art supplies and asked to design, engineer and construct a boat in 2 hours. After the construction, a sailing championship began and competition was on! Both teams of the fastest speed and the best aesthetics were awarded.

This activity truly attested to everyone’s creativity, craftsmanship, and collaboration. It was also amazing to see how quickly role delegation autonomously happened based on team member’s strength and skill set without an explicit instruction.

(Boat on the left: Winner of the speed category; Boat on the right: Winner of the aesthetics category)

C. Laptop-less design activity

Most of us spend enough hours on laptop everyday. So we tried to avoid activities that involved a laptop except for the technical skill training sessions.

Among many great activities, one of the most successful creative exercises was the block-art building led by our own Kevin Fox. Everyone was given Lego blocks and a grid template to build any design of their choice in 30 mins. Despite the extreme time pressure, the team was able to create an impressive collection of block arts. This was a great way to stretch our creative (and mathematical) muscle in a different way.

Smart people doing interesting work

5. Leave some room for personalization

In the group of nearly 30 people, there’s a broad spectrum of personalities, lifestyle choices, and skill levels. We designed the offsite with a structured framework with mostly maximizing togetherness, but with flexibility in some activities such as yoga in the morning and social mingling at night.

Skill trainings were done in a variety of breakout sessions where each person could get focused training based on their interest.

We also collected everyone’s dietary restrictions and menu preferences in advance, so that the hotel could accommodate most needs appropriately.

6. Start and end strong with meaningful celebration

Start: Our event was kicked off with State of Union where the team’s major achievements over the past year were acknowledged. The achievements included not only the success of the products but also the improvement of the process and operations. It was a great way to commemorate the countless accomplishments together and witness the team’s visible growth over the year. And the celebration fueled the positive energy to the rest of the offsite.

End: After the long three days of offsite, people usually get very tired, and all activities tend to become a big blur. To end the event strong with something to remember by, we played a video capturing all moments of the offsite. A photo/videography committee was formed in advance to capture the moments throughout the event. The below is the team video — hope you enjoy!

(Video created by Soffee Yang)

Closing Thoughts

We became a stronger and more collaborative team after the offsite. I hope our learnings and tips will also help many teams lead a satisfying offsite event. If you have any other ideas about the team event planning, please share them in the comments section so we can learn from each other!

I’d also like to take an opportunity to give a big shout out to the awesome Groupon Design team (A.K.A. Design Union) for everyone’s amazing ownership and participation at this event. Also special thanks to Pratik Mall, Ling Hu, Tracy Ulin, Kevin Mendoza and Tae Kim for helping me with this article.


Helena Seo is a Director of Consumer Experience Design at Groupon. We’re hiring all levels of designer/design leaders and content strategists. Want to work with us? Browse our current job listings or learn more about us at Groupon Design Union.

Have You Tried the “Sorkin Stand”?

Have You Tried the “Sorkin Stand”?

Image from Funny or Die, used without permission

Have You Tried the “Sorkin Stand”?

A Daily Scrum Method to Improve Your Team’s Focus and Make Your Employees Happier

Emily Wilson
Technical Program Manager
June 22, 2018

Working in an agile environment comes with one certainty: the Daily Scrum, also known as the stand-up meeting.Using this meeting to increase team or project efficiency while keeping the meeting itself efficient is often a tricky balance that many find themselves regularly iterating upon. Enter: the Sorkin Stand.

Aaron Sorkin is a highly respected screenwriter, well-known for his heavy use of the Walk and Talk, a storytelling technique that adds a heightened sense of drama or urgency to scenes by specifying that characters walk as they converse. While Sorkin’s The West Wing is fondly remembered for this technique, my personal favorite example is when Sorkin himself parodies his style in a scene of the 30 Rock episode “Plan B,” explaining screenwriting to Tina Fey’s character, Liz Lemon, while walking her in a circle.

Whenever department-wide meetings ran past time and cut into our scheduled Daily Scrum, my team would take care of “stand” (as we affectionately call it) as we walked back to our desks. We were already on our feet, so why not? Not only could we make up for lost time, but distractions were limited; my team and I could more easily think about the day as a whole without relying on our monitors in the moment. But why not start doing Scrum with movement every day, not just when it’s necessary?

Just as removing chairs from a Scrum has made it more efficient, I believe that adding movement is the next evolution of the Daily Scrum.

Smart people doing interesting work

Just as removing chairs from a Scrum has made it more efficient, I believe that adding movement is the next evolution of the Daily Scrum. Studies have shown the positive effects of moving while trying to learn and retain information and how regular exercise can improve thinking skills. Maybe it’s the next evolution of meetings altogether.

On an anecdotal note, my best friend and I would go to the gym to walk on the treadmills as we studied for college exams. We alternated between silent reading and quizzing each other. Introducing movement increased our engagement with the class, leading us to to discuss our studies any time we were at the gym together, not just before exams. And, while I am not a runner, my pacing was much better during a recent 5k where I opted to listen to an audiobook instead of music. Whether interaction makes exercise more productive or vice versa might be a “chicken or the egg” scenario, but what matters is that they both contribute to the health and happiness of your employees.

Every team is different with its own unique challenges. If your team is global, you may be reliant on a stagnant camera for Daily Scrums and team meetings. Accessibility should always be considered as well. But if your team is able to give the “Sorkin Stand” a try, please do. Let me know what you think! If you’ve brainstormed ways to make the Sorkin Stand work in a way that’s more inclusive, please share that too.

Data-Driven Product Management at Groupon

Data-Driven Product Management at Groupon

Data-Driven Product Management at Groupon

Laura Hamilton
Group Product Manager
May 22, 2018


At Groupon, we have a very data-driven philosophy of product management. In this blog post, I’ll talk through how we approach product ownership in a data-driven way, from financial forecasting to roadmapping to feature development to experimentation.


Financial Forecasting and Roadmap Creation

For every candidate feature, we calculate the projected financial upside according to the following formula:

feature_revenue_forecast =
expected_lift x platform_factor x success_probability x platform_revenue


  • feature_revenue_forecast is what we are trying to calculate (the expected revenue from the feature)
  • expected_lift is the increase in conversions we expect from users in the treatment group vs. users in the control group. The vast majority of experiments fall between -1.0% and +1.0% lift.
  • platform_factor is what percent of all users of the platform (whether iOS, android, mobile web, or desktop web) are part of the experiment. For example, for a test on the checkout page on mobile web, the platform factor will be 100%—100% of users who place an order on mobile web visit the checkout page during their journey. For a test on the getaways deal page, the platform factor will be much smaller, so the overall financial impact of the test will be smaller.
  • success_probability is a haircut we apply to take into account that not all experiments will succeed. In fact, only about 30% of our experiments are successful. The success_probability for a given feature could be greater than or lower than 30%, depending on how confident we are that the experiment will succeed. For some experiments that are primarily for strategic reasons, such as maps improvements, we will use a success_probability of 90% or 100%.
  • platform_revenue is the total revenue generated by the platform. For example, the platform_revenue for iOS is the total revenue from orders placed via the iOS app.

With this formula, we have a consistent and data-driven way to estimate the upside from each proposed initiative. Then, once each experiment concludes, we compare our estimates to the actual results, and over time we refine our estimations.

We use these estimated upside figures to create product roadmaps. In order to prioritize initiatives and determine the cutlist, we need to introduce another data point—the engineering effort required. Then, we use the following formula to calculate the ROI of each feature:

ROI = feature_revenue_forecast / level_of_effort

We then stack rank features according to their ROI.

ROI is an input into the creation of the product roadmap and the determination of the cutlist, but it is not the only input. I always like to ensure that there is a healthy amount of time spent on engineering excellence (site stability, paying down technical debt, reducing latency, library upgrades, increased test coverage, improved tooling). I also like to ensure that we have a customer focus. Many of our features come directly from customer feedback via focus groups, quantitative surveys, and app store feedback; the Wishlist feature was one of these. I also reserve a healthy amount of time for strategic initiatives that may not provide lift in the short term but that set us up for success in terms of the Groupon 2020 vision.


Image source:

Data-Driven Features

At Groupon we are lucky to have vast amounts of data that we can use to deliver a delightful product to our customers. We have worked with one million merchants to date; we have pumped more than $18 billion into local businesses; we have more than 1 billion Groupons sold; our app has been downloaded 171 million times, and we have saved customers more than $28 billion.

The Groupon platform handles tens of billions of user actions per month, and for machine learning algorithms that drive core product features our platform needs to make decisions (such as which deal to show the user next) in fractions of a second.

Developing product features that take advantage of these vast amounts of data in a performant way is an interesting challenge.

We use machine learning algorithms in a variety of ways to develop products here at Groupon:

  • Supply intelligence – There are millions of merchants we could call at any time to get onto our platform; how do we pick the best ones?
  • Fraud prevention – Fighting the bad guys in realtime.
  • Discovery and personalization – Selecting which deals to show a given user in her mobile app deal feed.
  • Image recognition – Identifying the best user-generated images with neural networks.
  • Logistics – Getting ahead of the order rush by sending extra inventory to the right warehouse in advance of high demand.
  • Customer support – AI-based chatbots to respond to and resolve customer issues instantaneously.

Groupon Mobile App

To make developing data-driven products faster, we built a generic, extensible machine learning platform at Groupon called Flux. Flux is the “Rosetta Stone” between data scientists and engineers.

Flux capaciter

Image: Wikimedia Commons

Data scientists work primarily in R. Flux models are written in Java and Clojure for stability and speed. Python is the glue that connects R and Java. It all runs on Groupon’s large Hadoop cluster.

To make the process for productionalizing machine learnings more robust, Groupon has an ETL management platform called Quantum Engineered Data (QED). QED reads from any source, and includes built-in data cleaning, error correction, and anomaly detection. Clean data is preserved and made available as a “feature catalog.” QED handles failures smartly, supporting falling back to yesterday’s model when appropriate. QED is able to plug into any source of truth—including streams, warehouse tables, and JSON endpoints.

Smart people doing interesting work

QED gives us a lot more confidence in the robustness of our models. In general, subtle changes to a single data field can seriously impact model performance, and nuances in the data set could look fine to tests but fail in the real world.

machine learning - xkcd

Image credit: XKCD


This blog post would be incomplete without a brief discussion of Groupon’s monitoring tools. We have a healthy suite of realtime alerts on product and engineering KPIs. We use splunk for logging and wavefront for graphing. Each service is staffed with a 24/7 on-call schedule, with escalation handled by pagerduty.

Additionally, each product area and business has an Amazon-style Weekly Business Review, where we look at metric trends longitudinally, identify areas of change or concern, and begin deep dives where appropriate.

The data warehouse uses Teradata and Apache Hive.


There are 100 teams at Groupon that run experiments. At any given time, around 200 experiments are being run simultaneously on the Groupon platform.

Groupon has a dedicated team called Optimize that built a bespoke tech platform for running product experiments with mathematical rigor. The experimentation platform is called Finch Express. Finch Express is built with Ruby on Rails, Node.js, Ember.js, Python, R, and Hadoop/Hive. The team has filed three patents for its innovations on product experimentation.

Essentially, Finch Express uses a technique called Group Sequential Analysis, first developed by Abraham Wald in 1945. Group Sequential Analysis has been used extensively in high-risk clinical trials, such as heart valve studies, where it’s possible that one treatment is actually harming the patients. Ethically, we would want to stop a harmful clinical trial immediately—but statistically, checking the experiment results mid-run or “peeking” will vastly increase your rate of false positives and invalidate your statistical results.

Group Sequential Analysis provides a controlled, statistically rigorous way to “peek” at experiment results at set points during the experiment run. This allows Groupon to end an experiment early if it is losing money, and to roll out an experiment early if it is deemed an early winner (capturing more upside).

Finch Express does all of this automatically. Product managers create the experiment in Finch Express, add a description and screenshots (to save the details for future product managers to reference), and launch the experiment at 50/50. Finch Express does the heavy lifting of dynamically determining the appropriate lift sensitivity for the experiment (based on traffic and conversion rate), performing the Group Sequential Analysis calculations, deeming the experiment a “success,” “failure,” or “flat” (most experiments end flat), and even automatically rolling out or rolling back the experiment based on its results. Then, Finch Express reports on the financial results of the experiment. The experimentation platform prevents product managers from statistical no-nos, such as peeking, unbalanced bucketing, and concluding the experiment too early. As a result, our experimentation processes have a high degree of statistical rigor.

On average, Group Sequential Analysis allows us to conclude experiments an average of 57.53% earlier compared to simply running them to a single final checkpoint. This reduces the cost of failed experiments, hastens upside capture of successful experiments, and allows for much faster iteration and innovation.

To date, Groupon product managers have run a total of 2,500 experiments, thanks in large part to the proprietary and patent-pending experimentation platform.

correlation - xkcd

Image credit: XKCD


Thanks for staying with me until the end! I hope this gives you an idea for how we use big data at global scale here at Groupon to create our product roadmaps, to innovate with new products and features, to monitor product performance, and to evaluate the impact of new initiatives. If you’re interested in learning more about data-driven product management opportunities at Groupon, have a look at our open roles.

Laura heads up product for consumer web, international, and LivingSocial at Groupon. She has a bachelor’s in mathematics from the University of Chicago and a master’s in computer science with specialization in machine learning from Georgia Tech. She has more than 10 years of experience in ecommerce product management at four Chicago tech companies, from early stage startups to publicly traded global companies. She is passionate about using analytics and machine learning to create a delightful customer experience.

Laura Hamilton

Group Product Manager

Modularization of Android Apps

Modularization of Android Apps

Modularization in Android Apps

The mobile team organized a Meetup yesterday in Palo Alto out of the new large Spontaneous Combustion conference room. We had about 30 engineers from the area attend plus a great turnout from our team. Eric Fararro introduced Groupon engineering as a whole, followed by a technical talk about application modularization / instant app preparation given by Aolei Zhang and Erik Kamp. We fielded questions about this topic after the talk and had a handful of engineers interested in joining the Groupon mobile team as a result!

Special thanks to Stephane Nicolas for mentoring us through the talks, Daniel Molinero and Cody Henthorne for all the great feedback and pointers, and Lupe Leon for all the help organizational-wise.

Architecture Patterns for Backends beyond SOA

Architecture Patterns for Backends beyond SOA

Architecture Patterns for Backends beyond SOA

Javier Cano, Senior Software Engineer
Sergey Burkov, Senior Java Developer
December 13, 2017

In the Merchant Experience team specifically, and in Groupon in general, we have to deal with the challenge of scale and performance that our global business imposes. We make heavy use of SOA and microservices in our platform, though that is usually not enough. The solutions that we need make us explore and try different architectural patterns that move beyond what a SOA approach can provide. In this short talk we’ll explore some of these alternatives architectures, which problems they solve and how they integrate in microservices platform.

You can see lots more video of Grouponers and their smart friends on our YouTube channel.

Messaging at (Groupon) scale

Messaging at (Groupon) scale

Messaging at (Groupon) Scale

Nikita Berdikov
Senior Software Engineer
December 13, 2017

Every company is using messaging one way or another. So do we at Groupon. Messaging platform allows distributed heterogeneous services communicate with each other in asynchronous publish-subscribe fashion. Let’s talk about problems it helps to solve and problems it creates (especially from the owners of messaging infrastructure point of view). In addition we will go through tools we have built around messaging for better monitoring, maintenance and issues.

You can see lots more videos from Grouponers and other smart people on out YouTube channel.

Groupies Hold Pink Ribbon Breakfast to Fight Breast Cancer

Groupies Hold Pink Ribbon Breakfast to Fight Breast Cancer


Groupies Hold Pink Ribbon Breakfast to Fight Breast Cancer

14 November 2017

Enjoying pink baked goods (for a cause)

From the Sydney Office

We all have a special woman in our lives, so let’s support them and each other at the Pink Ribbon Breakfast and Bake-Off Competition!

For winning the Global Volunteer-A-Thon, Groupon ANZ was provided the opportunity to not only celebrate but also give back. Together, we enjoied a cupcake, shared a breakfast and heard some important details around Breast Cancer.

Each Groupon team was invited to bring their best baked goods to the table and go head to head in the Ultimate Groupon Bake Off to find out just who is the Bake Leader once and for all!

It was a great event, organized by our staff, with personal stories shared regarding loved ones who had impacted by breast cancer.

Everyone loves a good “camera timer” joke.

From the Sydney Office

And Breakfast Tea in the Melbourne Office

A Note from the Melbourne Office

Just wanted to share our little Pink Ribbon Morning Tea we had this morning in Melbourne. Thanks for everyone who was involved!

Ryan and Craig outdid themselves in the baking department and there were plenty of tasty treats for a good cause to go round!

We’ve opened the morning tea up to the rest of The Hub office space and hope to raise quite a bit of money by the end of the day! I’ll loop back in with the final count tomorrow 🙂

Great to have Ryan and Steve T in the office as well (and our little celebrity Liam the Cavoodle!) – and what a morning to welcome Daniel to the Melbourne Office as well! Go Tea!!!

We Raised a Massive $1173.30!

Thank you to each and everyone of you who baked (or bought) in some items of food. Thank you to the Taskforce, Women@work (Tina, Amanda, Melissa, Naomi, Ryan, Ang, Kiera, Val & Cara) who organized it all, to Steve who judged the bake off & a massive Thank you to everyone who generously donated!

Geekfest: Web.js (Full Stack Javascript)

Geekfest: Web.js (Full Stack Javascript)

Web.js (Full Stack Javascript)

Jaime Garcia Diaz
Software Engineer
November 14, 2017

Javascript is one of the most popular programming languages.
It's flexibility has impacted the way the web is being built.
s build a full-stack application with Javascript.
We'll touch on integrating with Docker, Mongo, Nextjs, Graphql, React and MaterialUI.
Recommended for anyone interested on Javascript and how it can be used on different web architecture tiers.

See all Geekfest videos from Groupon and our friends.

Kannada Rajyotsava Celebrations in Bangalore

Kannada Rajyotsava Celebrations in Bangalore

Kannada Rajyotsava

Kannada Rajyotsava Celebrations at Groupon’s Bangalore Office

Karnataka Rajyotsava is celebrated on 1 November of every year. This was the day in 1956 when all the Kannada language-speaking regions of South India were merged to form the state of Karnataka.

Data Driven Chicago, Full Video Recap

Data Driven Chicago, Full Video Recap


Data Driven Chicago has its second data industry event with Echo Global Logistics, Reverb, Sprout Social and Trunk Club

7 November 2017

Complete recording of Data Driven Chicago, November 2, 2017

Recorded at Groupon HQ in Chicago

If you missed it, two of Groupon’s own were joined by folks from Echo Global Logistics, Reverb, Sprout Social and Trunk Club to talk about the current challenges and innovations in the data-driven product  and machine-learning space. This event featured presentations by:

  • Ilhan Kolko (Echo)
  • Andrew Lisy and Laura Hamilton (Groupon)
  • Tyler Hanson (Reverb)
  • Mary Feigenbutz and Greg Reda (Sprout Social)
  • Laurie Skelly and Elizabeth Cleveland (Trunk Club)
  • Moderated by Alli Diedrick (Built In Chicago)

Data Driven Chicago (Second Edition)

Data Driven Chicago (Second Edition)

Data Driven Chicago

Ilhan Kolko (Echo)
Andrew Lisy and Laura Hamilton (Groupon)
Tyler Hanson (Reverb)
Mary Feigenbutz and Greg Reda (Sprout Social)
Laurie Skelly and Elizabeth Cleveland (Trunk Club)
Moderated by Alli Diedrick (Built In Chicago)
November 2, 2017

Showcasing some of the great data-driven and machine-learning talent here in Chicago. Brought to your by Groupon, hosted by Built In Chicago.

See more videos from Groupon and our friends.

Groupon’s project managers are ‘the air traffic controllers of the engineering department’

Groupon’s project managers are ‘the air traffic controllers of the engineering department’


Groupon’s project managers are ‘the air traffic controllers of the engineering department’

30 October 2017

The Groupon Project Management Team in Chicago

Photograph by Chris Murphy

It was 4 a.m. when confirmation finally came in from the engineers: Groupon had successfully completed the online integration of LivingSocial, which the company acquired in 2016.

Groupon’s project management team had been toiling for months, working with engineers and key stakeholders on this large-scale project. With about 50 other staffers from different departments, they waited and watched into the wee hours, some via conference, until the “cutover” was finally confirmed. This means that users could now access the integrated content — and two weeks ahead of schedule.

That’s when an engineer came in with a bottle of Cristal and a “cutover” cannoli cake.

“Besides my wedding cake, that was the best cake I’ve ever had,” said Karen Hyatt, technical project manager. “There was something about being bleary-eyed at 4 a.m., eating cutover cake with the team you worked so hard with over six months that was really just special.”

Read the complete article at Built In Chicago.