Over the last couple of months we’ve been fortunate to add new clients at record breaking levels. In order to respond to this demand we’re now looking to add a handful of people to our implementation and client management group. The Q4 office is a fast paced, collaborative and exciting environment. We offer a competitive salary, health benefits, stock options + other perks.  AND we’re located in trendy Liberty Village in downtown Toronto.

If you’re interested in any of the positions below them please send us an email at careers@q4websystems.com and include the position you’re applying for.

Account Managers

We’re looking for experienced account managers to work with our clients on their corporate and investor websites and corporate social media activities.  We’re looking for people experienced in managing website design & development. You need to have at least 5 years experience on the web and be very comfortable with website design & development best practices.

This is a client facing position so you need to be great on the phone, have a professional appearance and be able to present both in person and over the web.

CSS/HTML Web Developers

This position is working alongside our product team on implementing custom web designs to run on top of our on-demand web content management system. We are looking for 2+ years experience in using CSS, HTML, Javascript (jquery) & Photoshop to develop custom websites.  We’re also looking for deep experience in cross browser compatibility solutions (IE. 6,7,8, Firefox, Safari, Chrome) a strong work ethic and the ability to work on multiple projects in agile environment.

As part of the recruiting process you will be required to write a number of code tests to ensure your skills are up to par.

Quality Control

We are looking for someone with strong quality assurance background, very good knowledge of cross browser issues and 3 -5 years experience with front-end client interfaces (CSS, scripting, HTTP, Web 2.0, etc). The expectations of this role are to ensure all implementations are executed to perfection and meet 100% of client requirements.

This is an internal role working with product and implementation teams in an agile environment. You will have to be comfortable working on multiple projects and with multiple teams.

Again, if you’re interested in any of the positions please send us an email at careers@q4websystems.com and include the position you’re applying for.

Thanks and we hope to meet you soon!

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Sheryl Joyce, joined us on April 14, as Director of Marketing Communications and is responsible for all marketing and communications initiatives such as blogging, webinars, events and best practices. Sheryl has twelve years experience in the capital markets industry, nine of those specializing in investor relations.  Sheryl brings years of experience in investor relations and corporate communications and maintains well-established relationships with sell-side analysts, institutional investors, investment bankers and transfer agents.

Sheryl has hit the ground running with a number of blog posts (see below) and managed our popular webinar on IR website best practices.  Sheryl is also behind our new corporate twitter profile @q4websystems and is active in LinkedIn and our Q4 fan page on Facebook.  Be sure to say hi next time you see her online!

Here are some of Sheryl’s recent posts:

• IR Website Best Practices Webinar Wrap-Up
• An IR perspective “Equity Research in the Age of the Web”
• Successful Integration of Social Media Tools in IR Websites

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I think what I enjoy most about the process for implementing the Rockefeller Habits is that it’s actually very similar to using Agile processes for developing software:

1. Focus on the highest value items first
2. Make progress on those items
3. Have a retrospective
4. Find new (and usually more difficult) problems
5. Repeat 1 – 4 often

For us, seeing a problem as an opportunity for improvement is the key. At the end of each quarter we get together and brainstorm what problems popped up during the quarter and then we widdle them down to which ones we can address the next quarter.

This exercise is usually the most emotionally draining but the mood improves very quickly when those problems are turned into solutions. This is the 4th consecutive quarter we’ve gone through this exercise and it was interesting to see how the complexity of the priorities increased as the quarters went by.

The very nature of Scrum is to constantly improve by having retrospectives at the end of each sprint.  The Team talks about what went well, what didn’t go well and what they want to try during the next sprint. We’ve proven it’s been effective in our development teams so we decided our #1 priority this quarter is to extend the use of Scrum principles to the rest of the departments within the company.

After living with the Rockefeller Habits for a year, I can say without a doubt that the process works.  Everyone rallies around the priorities and collaborates on solutions that help remove waste and increase efficiency across all departments.  I would be interested to hear your thoughts about how you’ve used similar processes in your company or if you have questions about some tactics we use to keep this process running smoothly.

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Anyone who has worked for company experiencing explosive growth can appreciate the difficulties that come with it and the the importance of maintaining focus with respect to corporate objectives.  Chris Jones posted back in July with respect to our adoption of the Rockefeller Habits as well as our re-adoption of Scrum as a way to maintain alignment across the company.

Since Q2 2008, we have been living our values. The single most important value we realize at Q4 is a dedication to constant improvement. 
Lately I’ve been blogging a great deal about Reg FD and social media so I thought I’d switch gears to ring in the new year and post about our corporate culture.

I remember our first initial sessions trying to implement the Rockefeller Habits and there were many long nights, weekends and, ahem, ‘spirited discussions’, however, we progressed and improved upon those sessions each quarter.

Our re-adoption of Scrum actually helped the corporate alignment process as we now have company-wide retrospectives to learn about is and isn’t working.  In each retrospective we end up with a set of tangible improvements to make in the next quarter and during subsequent retrospectives we ‘scrub’ which of these we were able to implement.  These improvements don’t need to be earth shattering, as  a series of small improvements add up over time.

‘Agile’ seems to be the latest buzzword in software development and many companies are adopting Agile principles to how they develop software – meaning they are leveraging the 4 main values from the Agile Manifesto:

1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

I won’t go into great detail about these statements, but in general terms they mean that we agree there is value in the items on the right, but we value the items on the left more.  A simple example would be ‘would you rather have a piece of software you can provide real feedback on quickly, or a 200 page spec document that is outdated the second it’s finished and then stuffed in a filing cabinet only to never be looked at again?’

We’ve extended Agile principles to other aspects of our business and each business unit starts the day with their own daily stand-up -  essentially a 15 minute meeting status update – and all department heads meet up once a week for a “Scrum of Scrums” to ensure we are setting weekly goals to track toward our quarterly priority.

Working in short iterations from a business perspective and the frequent quick and time boxed meetings does wonders for productivity.   Our goals and priorities are clear and enforced by creating weekly priorities based on the bigger quarterly and yearly goals.

The key message in how we operate is that we work as a team, we adapt to change quickly and we learn frequently through retrospectives.  This commitment to constant improvement is a recipe for success and I’m looking forward to another great year at Q4.

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