The client, a Series C autonomous electric freight company, faced considerable challenges as it navigated the complexities of being a young organisation experiencing rapid growth. This growth, fuelled by a series of funding rounds, exposed misaligned working practices that significantly impacted their ability to deliver effectively in a fast-paced technical environment.

One key challenge was the slow pace of delivery, where even minor changes took months to implement. This sluggishness hampered the company’s ability to adapt and innovate in a competitive market.

Additionally, the absence of coherent working practices led to frequent quality issues. Delivered work was often flawed, increasing the workload as teams had to dedicate substantial time and resources to bug fixing. This reactive approach further strained their capacity to address new demands.

Prioritisation was another major hurdle. Tasks were often dictated by the loudest voices in the room or based on assumptions, rather than through a structured or strategic process. As a result, critical tasks were frequently left languishing in backlogs, turning prioritisation into a politically charged and challenging issue.

These interconnected challenges highlighted the need for a more structured, collaborative, and efficient approach to delivery, quality assurance, and prioritisation to support sustainable growth.