Selected work
Portfolio & Capacity Planning
At one point, a squad could have several features moving through different stages at the same time. From the outside, engineering looked like the bottleneck—and the team really was overloaded.
Looking upstream
But focusing only on how fast the squad worked missed an important part of the problem. Initiatives had already been evaluated, approved, and introduced into the system faster than available capacity could absorb them.
That shifted the conversation from individual team performance toward feature intake, prioritization, staffing, portfolio visibility, and capacity planning.
What changed
I introduced a clearer end-to-end view of initiatives and a capacity-planning approach aimed at reducing excessive fragmentation. One practical guideline was to avoid assigning an individual across more than two concurrent features, while leaving room for smaller operational and security work. This made committed capacity visible before additional work entered delivery and gave project leads a common basis for discussing trade-offs, timing, and new commitments.