Made with AI. This image comes from a stock library and was generated with AI. It is not a photograph of our people or our offices. We use AI in our daily work, and we say so when we have.
Product & Technology Delivery
“We’re paying for Atlassian and getting a fraction of its value, and nobody can change Jira without breaking something.”
Architecture, migration, consolidation, Rovo and agentic capability, and the governance that keeps it clean after we leave.
Most enterprise Atlassian estates were not designed. They accumulated. A project here, a plugin there, a well-meaning admin who left in 2019, and eventually 1,800 custom project configurations nobody can change because nobody can predict what will break.
That is a solvable problem, but not by buying a different license tier. The return on this platform comes from consolidation and standardization: the tools you retire, the instances you collapse, the manual reporting you delete. We do that work, and we model what it is worth in your estate before you commit to it.
Where AI fits here
Includes Rovo and the agentic capability inside the Atlassian platform, deployed on a toolchain clean enough for it to work.
The five levels of AI capabilityWhat the engagement contains
The actual work.
Estate assessment and license modeling
What you have, including the instances nobody owns and the licenses nobody uses, then a model of what consolidation returns in your environment rather than in a vendor composite.
Data Center to Cloud migration
Atlassian ends new Data Center subscriptions on 30 March 2026 and expires all Data Center licenses on 28 March 2029. We plan and execute the move, and tell you honestly where the license line goes up.
Standardization at scale
Collapsing bespoke configurations into a small set of governed templates. On one recent engagement that was 1,800 custom Jira projects into 14.
Rovo and agentic capability
Deploying Atlassian’s agentic features on an estate clean enough for them to return something. On a fragmented estate they amplify the mess.
Governance that survives our departure
Ownership, request paths, configuration standards, and the review cadence that stops the estate re-fragmenting the moment the program ends.
Who does the work
The people who have already done this.
Envorso staffs engagements with operators who have held the job you are hiring for. Not analysts who have studied it, and not a junior team with a template.
Stuart Taylor
Chief Executive Officer
Deputy CEO for electronics and software at VinFast; 17 years at Ford
Steve Tengler
Chief Growth Officer
30+ years in automotive product development
Florian Frischmuth
Senior Vice President, Digital Engineering
30+ years in automotive product development across OEMs and Tier 1 suppliers; most recently Executive Director at Ford
Sakis Kitsopanidis
Partner, CIO Practice
28 years at Ford and Ford Credit, including Interim CIO
Michael Dennis
Partner, Enterprise Architecture
30+ years in enterprise software — Disney, Microsoft, ExxonMobil; three patents
Keshav Puttaswamy
Senior Vice President, Product Management
25+ years — Microsoft, Atlassian, Meta
J. Caldwell
Atlassian Solutions Architect and Practice Lead
20+ years in enterprise IT operations — Disney, Expedia, AT&T Wireless; Atlassian-accredited
John McCauley
Director, Portfolio Management
16+ years in portfolio management — Deloitte, UMT Consulting Group
Proof
Where we have done this before.
Engagements where this work was the difference, with what changed and by how much.
Automotive
1,800 → 14Jira Reinvented
From chaos to clarity
Eighteen hundred custom Jira projects had accumulated over years, each configured by whoever needed it at the time. No two behaved the same way, no change could be made without an unknown blast radius, and assembling a portfolio report took six weeks of manual work — by which point it described a company that no longer existed.
An electric vehicle manufacturerAutomotive
7×Test. Commit. Win.
A factory of software excellence
Software quality depended on manual testing performed late, by people who were already the constraint on everything else. There was no engineering services function, no shared toolchain, and no way to coordinate release trains across teams that were nominally agile and practically sequential.
A global automotive companyAutomotive
Unlocking the Hive Mind
Turning engineering know-how into power
Decades of engineering knowledge existed, but not in any form that could be found. Data types were inconsistent, storage was scattered across systems that did not talk to each other, and search returned either nothing or everything.
A global automotive supplierAutomotive
Driving Decisions
Shifting automotive data into high gear
Data and analytics existed in quantity but not as a product. Turning it into a strategic suite meant aligning functions, geographies, and leadership levels that had each built their own view — a cultural problem at least as much as a technical one.
A global organizationOur position
What we think about this.
Product collections and a partner badge are table stakes; any partner can publish those. This is the argument we make about how the investment should be sequenced.
How it starts
Evaluate → Improve → Confirm. We drive.
Three steps, in order, every time, with an operator of ours driving all three. The first is deliberately small and deliberately purchasable, because nobody should commit to a transformation program before anyone has established what is actually wrong.
The other three
- “We can’t see what we’re spending, or whether it’s the right work.”
- “I’ve inherited an IT estate I can’t explain to the board.”
- “We’re shipping defects our own data should have caught.”
Atlassian Gold Solution Partner