Context
Concurrent products with shared engineering capacity required visible prioritisation, dependable SLA delivery and clean handoffs between sustain work and new development.
Challenge
Maintain reliability and predictability across a wide portfolio without overloading teams or losing focus on the active development initiative.
Wilson's contribution
- Portfolio planning across products and squads.
- Prioritisation aligned with business impact and risk.
- Resource and capacity management.
- SLA governance and reporting.
- Delivery-risk visibility for engineering and stakeholders.
- Stakeholder alignment across product, operations and engineering.
- Blocker resolution and escalation handling.
Approach
Treated the portfolio as a single delivery system rather than independent products, so prioritisation, risk and capacity could be reasoned about together.
Outcome
- 100% on-time SLA delivery.
- Improved delivery predictability across concurrent priorities.
- Clearer ownership between sustain products and active development.