The problem
As co-founder and executive director of a software business, I combined technology and product leadership with commercial responsibilities. A large corporate customer's proposed release arrangements would have made regular improvements difficult.
What I did
I worked with the customer's leadership and project team to agree a more flexible process, then led the development team and coordinated with specialists and the customer. We developed continuous testing at scenario and data level to support regular improvements.
Changes were designed to fit familiar workflows. My approach was “the best change is no change”: improve the service while keeping the experience familiar, then introduce further changes gradually.
The result
More frequent improvements became part of our agreed way of working. Quality assurance, practical delivery and an understanding of the customer's operational needs built trust in the team and the service.
Explore fractional leadership