Stood up an internal platform team to unblock six product squads stuck behind a shared, brittle codebase.
Six product squads shared a single deployment pipeline and a tightly-coupled domain model. Lead time for changes had grown to 11 days. Squads spent ~30% of capacity on coordination, and the company was missing regulatory ship dates.
Wrote a platform charter with internal customers as users. Picked three concrete jobs-to-be-done — auth, audit, and feature flags — and built a roadmap that promised, then delivered, real reductions in squad toil.
Made the new patterns the easiest path. Provided golden-path templates, opinionated SDKs, and migration office hours. Tracked adoption weekly and published a public dashboard internally.
Negotiated dedicated migration capacity in each squad's quarterly plan, with clear sunset dates for legacy systems. Removed the 'someday' trap that had killed previous attempts.
Deploys per week tripled across product squads. Cross-team blocker tickets dropped 61% and internal platform NPS landed at 92 in the first post-launch survey. Atlas hit its FY regulatory ship dates for the first time in three years.