One domain, deep.
I work on the delivery system: how code gets from a developer's laptop into regulated production, provably. Everything below is part of that one job rather than a menu of separate practices.
Standardised, reusable pipeline components so each team stops reinventing its build. Security scanning, testing and deployment built into the template rather than bolted on afterwards.
Policy gates, artifact controls, SBOM and release traceability — so that shipping quickly and passing an audit stop being in tension with each other.
DORA metrics plus the queue and wait time that explain them, wired into a dashboard your team keeps. This is the practice the Engineering Intelligence Assessment packages up.
AI agents inside CI/CD, code review and operations, with the controls that let a regulated organisation still show what changed and who approved it.
The systems underneath the pipeline: orchestration, messaging, storage and the observability that makes an incident short. I have operated these in production, not only designed them.
Four ways in.
Embedded with your team to design, build and operate the delivery platform together. This is the current shape of the Raiffeisen engagement.
Focused work on one concrete blocker — a pipeline, a migration, a release process that has stopped being trustworthy.
The Engineering Intelligence Assessment: measurement, findings and a prioritised plan.
Bringing your team up to speed on delivery platform practice, supply chain controls, or AI in the development loop.
Which of these is your problem?
If you're not sure, that is usually a sign the assessment is the right place to start.