Unlocking the Power of Data

Meet the engineer who built a system at Google that handled 2 million calls per second. After his time with Yanolja's data organization, he now leads DIA (Data Intelligence and Analytics), a core technology unit within Yanolja NEXT. Driven by the vision of creating a global impact with technology, we met with Youngjin Kim, who is tapping into the full potential of data alongside his top-tier colleagues.

We listened to him explain what it means to be a "good engineer," his philosophy for leading a team, and the massive problems the DIA team is tackling.

I'm in charge of the DIA (Data Intelligence and Analytics) organization as Head of Engineering at Yanolja NEXT. DIA is made up of three teams that leverage the Yanolja's vast data to create tangible business value.

• Price Intelligence Team: We're developing a price engine that uses machine learning to determine the optimal price for hotel and travel products.

• Search Team: We're advancing our search technology to help customers more effectively explore and discover the products they want.

• Nexus Team: We're building a central data repository where all data from the Yanolja is collected, refined, and made easily accessible to everyone.

At Google, I built a machine learning system that determined whether a URL should be included in Google Search. While it was an invaluable experience solving problems at an immense scale, I had a growing desire to create a more direct global impact with technology. Yanolja holds unique data that covers the entire travel industry, from hotel management solutions (PMS) to consumer-facing OTAs. I was convinced that Yanolja NEXT was the place where I could use this data to build technology that would influence the global travel industry beyond Korea, reaching the U.S., Europe, and India.

Our vision is to "Unlock the Power of Data." As I mentioned, the Yanolja holds data from every step of the travel journey. We're challenging ourselves with the goal of connecting this massive amount of data into a single flow to solve a problem no one has been able to—"making travel 10 times easier."

Our most important value is individual growth. To that end, we strictly adhere to an 'Open & Review' culture. We transparently share our work (code, technical design documents, etc.), and colleagues grow by reviewing each other's work.

We encourage team members to actively provide feedback on one another's work, regardless of seniority. I always tell them, "You should get a lot of red ink."

Through code and technical design reviews, our team guides everyone to grow into a 'good engineer.' We also don't use the term R&R (Roles and Responsibilities). Instead, we aim to be a 'purpose-driven organization,' where we break down barriers and work proactively for the success of our projects.

I draw a distinction between a "programmer" and a "good engineer." While a programmer focuses on implementing features, a good engineer thinks about how a system will be expanded and maintained in the future and the kind of user experience it will create.

More than just technical depth, I believe what’s more important is persistence in understanding why a feature is being built and the attitude to solve a problem to the very end.

At DIA, we consistently build on reviews, designs, and retrospectives to grow together in that direction.

I tell my team members this: "In two to three years, I will help you develop the skills to get a job in Silicon Valley."

I believe my role as a leader is to help them gain those skills and still feel like they "want to stay on this team." This means I will prioritize and support their individual growth.

At the same time, my greatest responsibility as a leader is to make them feel they "want to stay here," even when they have the skills to go to Silicon Valley. Working with the best colleagues to grow both technically and personally and creating a global impact is the greatest value we can provide.

Above all, I'd like to work with people who have a strong sense of ownership over their projects and their success. It would be great if they weren't confined to a set role and could proactively move to achieve their goals. Those who look at the "goal" before the "task" will be a great fit for our team.

I also want to work with people who have the passion and fundamental problem-solving skills that a good engineer should have. Our team of highly skilled engineers is moving forward with a humble, fast, and confident attitude.