The Bank aspired to transform its project delivery into modern, agile practices.
Previous attempts had moved the needle, but hadn’t achieved the quality, predictability and accelerated pace they had hoped. Priority changed "with the wind". Features were built in silos - causing integration issues, rework and missed dependencies. There was little or no CI/CD or test automation. The value stream from idea to production was described internally as "staggeringly long." When Kablamo engineers started working alongside Bank teams, they led by example and brought step-change to the Bank’s delivery methodologies and engineering capabilities.
Kablamo drove delivery improvement from inside the program - not as consultants telling the bank what to do, but as engineers with skin in the game.
Specific interventions were applied across the program timeline: elevated value stream concepts to focus feature prioritization on value and impact; support SaFE concepts to reform team structures governed by program increment planning; built and owned the first CI/CD pipelines; drove automated testing from 0% to meaningful coverage across smoke, regression, and contract suites; introduced contract testing between services to catch integration failures before they reached staging; developed operational readiness checklists (monitoring, alerting, triage runbooks) as a shipping gate; and maintained formal SteerCo and governance cadences delivering transparent, accountable reporting to executives even when the news was hard to share.
Together, the banking team and Kablamo’s embedded engineers delivered their projects on time, on quality, and with expected or better results. Beyond these table stakes, the Bank team members gained valuable technical and delivery skills and experience, and will continue to influence change inside the bank even after Kablamo moves on.
