I mean, the sounds like you're doing a great job at communicating and being transparent in a really deliberate way. The constant interactions and embedding and road shows as you called them and then support from leadership like the OKRs and everything. So, what are the ways in which you think this change is going to be hard? I would say it's a couple of things, at least two that come to mind. We've started with things that I think ever much of the change that we're going to introduce early will be things that are people are climbing for and they want.
Ian White, Director of Platform Engineering at DAT, joined the company to scale their Kubernetes-based cloud infrastructure, which has come under stress as their business has grown over the past couple years. Here he shares how he partnered with developers to learn about their challenges, how we conveyed a vision for how the company needed to evolve, and how he’s been working with development teams and business stakeholders to successfully drive change.
—
(01:00) - The challenges DAT was facing as Ian joined
(05:13) - How Ian used customer interviews to understand problems
(10:48) - The typical journey companies take as they scale their infrastructure as they grow
(16:20) - How early changes were positioned and received
(20:00) - The four personas Ian identified
(25:14) - How Ian evangelized the vision
(28:48) - Areas of pushback Ian foresees as they introduce new changes
(33:00) - Handling teams that want to stay on self-managed infrastructure instead of moving to a managed infrastructure
(41:55) - Managing business stakeholders
(45:00) - Partnering with finance
—
Where to find Ian: