Building Software Teams
From Chaos to Code
Unifying 430 engineers across 8 sites
- Client
- A major OEM
- Sector
- Automotive
- Headline result
- 430
The challenge
The acquisition of 430 embedded development and hardware engineers from BlackBerry, spread across eight North American sites, delivered talent but not capability. Processes were inconsistent site to site, integration was more complex than modeled, and the acquired teams were not aligned to the strategic objectives that had justified buying them.
What we did
- Ran an independent assessment of the combined organization, benchmarked against industry standards.
- Produced a future-state blueprint covering organizational structure, KPI alignment, workload estimation, integration procedures, and shared service consolidation.
- Recommended consolidation from eight sites to three primary locations with integrated product line management.
- Modernized the product development model, the architecture, and release automation together, rather than sequentially.
“Envorso guided us in engineering a smarter, faster, and more future-ready organization.”
The practice behind this
Building Software Teams
Career ladders, role definitions, compensation benchmarking, and the leadership bench to run it.
Read about this practiceWhere AI fits here
Includes what AI actually changes about engineering roles, hiring profiles, and the skills your ladders should now be built around.
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An automotive clientTwo hours to find out whether we recognise your problem.
No deck, no obligation. We listen, we tell you whether we have seen this before, and we say what we think it would take. If a Jump Start is the right next step we will say so — and if it is not, we will say that too.