Thirty years of knowledge, and one person carrying all of it.
A twelve-person government-hiring technology company had thirty years of knowledge locked inside one person.
The Situation
The company knew its market cold and had built valuable products over many years. It was now taking on a major new product, meant to modernize how government agencies find, evaluate, and hire people. That product had to draw on close to thirty years of business knowledge buried in legacy systems.
What We Found
Here was the constraint. Nearly every technical function, development, infrastructure, architecture, operations, and support, rested on a single person. What the company thought it needed was stronger project leadership and better visibility into the work. They were right about that, as far as it went. Leadership on its own was never going to be enough. The product wasn't starting from scratch. The knowledge was all there, locked inside old systems. The real constraint was capacity and capability. One person could not keep carrying every technical responsibility and lead a major modernization at the same time. Add process on top of a single overloaded person and all you get is a very well-documented bottleneck.
What Changed
So we built capability instead of just filling a seat. We turned decades of hard-won business knowledge into modern APIs and services, and we strengthened the team around the work so it could keep moving without depending on us.
What Followed
They came out with more than a delivered product. They came out with a stronger technical organization, and a bottleneck that was no longer a single point of failure.
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