toss Working as a QA in a (opens in new tab)
Toss Place implements a dual-role QA structure where managers are embedded directly within product Silos from the initial planning stages to final deployment. This shift moves QA from a final-stage bottleneck to a proactive partner that enhances delivery speed and stability through deep historical context and early risk mitigation. Consequently, the organization has transitioned to a culture where quality is viewed as a shared team responsibility rather than a siloed functional task. ### Integrating QA into Product Silos * QA managers belong to both a central functional team and specific product units (Silos) to ensure they are involved in the entire product lifecycle. * Participation begins at the OKR design phase, allowing QA to align testing strategies with specific product intentions and business goals. * Early involvement enables accurate risk assessment and scope estimation, preventing the "shallow testing" that often occurs when QA only sees the final product. ### Optimizing Spec Reviews and Sanity Testing * The team introduced a structured flow consisting of Spec Reviews followed by Q&A sessions to reduce repetitive discussions and information gaps. * All specification changes are centralized in shared design tools (such as Deus) or messenger threads to ensure transparency across all roles. * "Sanity Test" criteria were established where developers and QA agree on "Happy Case" validations and minimum spec requirements before development begins, ensuring everyone starts from the same baseline. ### Collaborative Live Monitoring * Post-release checklists were developed to involve the entire Silo in live monitoring, overcoming the limitations of having a single QA manager per unit. * This collaborative approach encourages non-technical roles to interact with the live product, reinforcing the culture that quality is a collective team responsibility. ### Streamlining Issue Tracking and Communication * The team implemented a "Send to Notion" workflow to instantly capture messenger-based feedback and ideas into a structured, prioritized backlog. * To reduce communication fragmentation, they transitioned from Jira to integrated Messenger Lists and Canvases, which allowed for centralized discussions and faster issue resolution. * Backlogs are prioritized based on user experience impact and release urgency, ensuring that critical bugs are addressed while minor improvements are tracked for future cycles. The success of these initiatives demonstrates that QA effectiveness is driven by integration and autonomy rather than rigid adherence to specific tools. To achieve both high velocity and high quality, organizations should empower QA professionals to act as product peers who can flexibly adapt their processes to the unique needs and data-driven goals of their specific product teams.
