A day in life of Moberg's frontend team lead

Silvio has been working at Moberg for nearly four years. Since his first project, he discovered his passion for sharing knowledge and mentoring younger colleagues. Today, he leads the company's frontend team. In this blog post, he shares his Moberg journey and the story of his professional and personal growth.

Hi Silvio, thank you for taking the time to answer a few questions for us. Let’s start with the basics - tell us about your journey from joining the company to leading the Frontend team today.

I joined Moberg three and a half years ago as a Senior React Developer. My first project was Brandr —a smaller app I built almost entirely from scratch. Thankfully, I had the support of Medo (one of the leads, a skilled backend developer, and a friend from college), who set up the backend architecture and helped shape the project requirements. I handled all the frontend work, a lot of backend, and the communication with the Brandr team. This project became a great learning opportunity for junior colleagues, and mentoring them made me realize how much I enjoy teaching and sharing knowledge.

A few months later, our partner Kvika requested more React developers for their banking web team. That marked another opportunity for me to grow—this time in mentorship, leadership, and applying what I was learning in my therapy studies. It was challenging but fun and rewarding.

I started as the Frontend Team Lead when we began working on Straumur, a large-scale project involving three separate frontend apps and a massive backend. I was assigned to lead the frontend effort, which meant building everything from the ground up with a team of developers. It was really a turning point in my technical and leadership journey.

My favorite part of my position is my responsibility to deliver important projects, which shows how much they respect me. I also have space where I can help people in the team and try to make this a better place and team to work on.

Straumur is by far my favorite project; it had everything: an outstanding and competent team, a giant project that was planned in a few months, a very tight deadline, and in the end, everything turned out great. It was a real game changer for me as I had to lead the whole frontend part and create safe, robust architecture that could handle the development for the next 5 years. It was also a project where I learned how to lead properly, create suitable frontend solutions, and talk with my team and clients.

Can you describe your typical day, starting when you log in and including how you manage meetings and projects and lead your team?

First, I check Microsoft Teams to see if any messages need my attention. Then, I look at my calendar to plan my day, check our HR software to see who's in and their status, and finally, go through my Jira board to review my tasks.

Our daily meetings usually start around 10 and run until 11. That's where we catch up and talk about progress, and I check in with the team to see if anyone needs support, new tasks, or help unblocking something. Once that's done, I typically dive deep into development work.

Most days are pretty balanced—after the daily meeting, I usually focus on development. Those are the days I get a lot of coding done. But of course, some days are packed with meetings, project planning, 1-on-1s, educational sessions, team check-ins, or leadership tasks. Those days can be tough to balance because you always think, "Is everything running smoothly without me?" That's where having a reliable, independent team really helps. Knowing they can handle things, make decisions, and solve issues without constant oversight gives me the freedom to focus where I'm most needed.

You mentioned mentorship played an essential role in your growth. How has the company culture and leadership supported your development over the years?

Moberg has been incredibly supportive of my career. The leadership is always approachable—here to talk, ready to offer advice, share their experiences, or talk things through and be normal human beings. I've always felt like Moberg is a safe environment to grow, professionally and personally.

What's special is that I never felt pressured to grow in a direction I didn't choose for myself. One of the most meaningful gestures was when Moberg funded the last two years of my graduate studies, a prerequisite for enrolling in a therapy program and becoming a therapist. Even though this is a personal pursuit of mine, everyone here encouraged me, supported my schedule, and made it possible to balance both work and education.

Recently, we started a monthly Leadership Academy led by our fantastic HR team. It's hands-on and the most valuable educational experience (definitely the most fun). We explore topics like personality differences, communication styles, effective leadership, feedback, 1-on-1 conversations, and more. It's also a space where we openly share our challenges and learn from each other's stories, which is especially valuable for me as I can learn from people who have been at this work longer than me, went through every hardship I did, and come back even stronger.

Great teams are built on trust, empathy, and open communication — especially when the pressure is on. As a team lead, how do you maintain those values across your team and client relationships?

I focus a lot on building exposure and trust—both with the team and with clients. I encourage team members to be open with clients: let them know who you are, what you do, what you can do, what your strengths are, what they can count on, and, of course, that you are here for them if they need you. This kind of transparency leads to healthier communication. Clients see you as a partner, not just a service provider. They trust you're working with them, not just covering for yourself.

Apart from client communication, having good team communication is equally important. That comes from building a safe and friendly team spirit, usually with humor, patience, helping others, leading by example, and complementing each other weaknesses with your strengths.

The number one rule: Ask them. Ask what they want, what they're struggling with, and what their professional and personal goals are. Let them know they're heard and that it's okay to grow at their own pace and in their own way. At the same time, it's important to clearly communicate what the company expects from them. That's where regular 1-on-1s come in. They're essential for catching small issues before they become big problems and ensuring their direction aligns with the team and company goals.

The bottom line is to be a good person and listen. Sometimes, that's all it takes to feel recognized, confident, and valued.

What is the most rewarding part of being a team lead at Moberg?

The mix of responsibility, impact, and growth is the most rewarding. Working on challenging projects helps me grow as a developer; working with people helps me grow as a person and a leader. I get to support the team in doing their best work while helping them grow into the people they want to be. It is genuinely satisfying to see them become more confident, solve things independently, and take ownership of their work. It's also quite relaxing, knowing I can safely let some things go and let them take charge.

Moberg has two key strengths. One is our strong focus on delivering high-quality code—we have competent developers who approach projects professionally and know how to get things done. The other is the warm, positive, and supportive people, all shaped by a leadership culture that truly values well-being and personal growth. There's always room for open conversations—about development trends, coding standards, project ideas, or architecture. But there's also space for casual chats about the weather, personal struggles, or whatever else is on your mind. Knowing I'm surrounded by people I can count on, professionally and personally, makes it easier and more enjoyable to come to work every day.

What advice would you give someone looking to step into a leadership role?

As a leader, you won't have all the answers—and you can't fix, steer, or mold someone into something they don't want to be. That's why you need to listen, ask the right questions, be present when it matters, and be very, very patient.

Know your people: what drives them, what blocks them, and where they want to go. Be transparent and honest, and don't be afraid to show vulnerability. You don't need to be perfect—you need to care, stay consistent, and keep growing alongside your team. None of that works without regular one-on-ones, and so do those.