To address these multifaceted challenges, our team was engaged to revitalise the project, injecting essential momentum and deep technical expertise. From the outset, our approach centered on establishing a collaborative, trust-based partnership, which proved pivotal in transforming both the development lifecycle and overall team dynamics. This grew into a deep and effective working relationship.

• Building trust and scaling expertise: Our engagement began with a small, dedicated team of two developers. This approach allowed us to organically integrate with the client’s in-house team, existing culture, and processes, fostering trust from the outset and ensuring our team was not perceived as process-heavy. The goal was to create one cohesive team with a shared objective—uniting our experts with the client’s in-house talents—rather than simply a group of experts working in tandem. As this trust and understanding deepened, our team naturally grew, with additional experts from our side joining to bolster the project’s capabilities. Ultimately, our people formed nearly half of the ~12-13 person integrated project team.
• Identifying bottlenecks and proposing enhancements: While not having full visibility into the client’s entire ecosystem, our focus was on improving the areas where we could make a direct impact. Our Solution Architect, in collaboration with our Project Manager, conducted a thorough analysis of the visible components, existing code, and processes. This diagnostic effort resulted in two comprehensive reports, detailing observations and actionable recommendations for implementation (e.g., “Suggestions for improvement” and an extensive “opportunities for a growth” report), which helped guide subsequent improvements and strategic decisions.
• Reducing technical debt: Our team championed and implemented crucial software development best practices. This included a dedicated focus on refactoring the existing codebase to improve its structure and reduce technical debt. We introduced comprehensive unit and E2E tests, standardised code with formatters and linters, implemented a microfrontend architecture using NX-workspace, and optimised the development environment through instance and pipeline enhancements.
• Improving team velocity: As the project evolved, an opportunity was identified to enhance process stability and the predictability of team output. Our role adapted to support this, with one of our experts stepping in as a Scrum Master to champion agile process facilitation. Through collaborative coaching, refining ceremonies like backlog refinements and sprint planning within a 2-week Scrum cycle, and embedding Scrum principles, the team’s ability to forecast and deliver work significantly improved. This led to a remarkably stabilised process, where sprint commitments became more aligned with capacity, and the team consistently achieved, and even exceeded, their planned velocity (e.g., Sprint 13 demonstrated this with 91 SP delivered against 47 SP committed), transforming predictability and overall throughput. This focused effort was supported by our people in Solution Architect and Product Owner roles, who helped streamline work organisation, ensure focus on value delivery, and improve progress visibility through structured reporting.