A subscription video service with apps on iOS, Android, Fire TV and Apple TV. The product was good. Keeping six platforms moving at once, with a small in-house team, was not.
Every new feature had to be built four or six times, once per platform, and the team could only be in one place at a time.
Releases were the bottleneck: app store submissions, TV platform reviews and hotfixes all competed for the same two people.
The systems behind the apps, from playback to subscriptions, had no clear owner when something went wrong at the weekend.
The same shape as every engagement. The depth of each phase is what changes.
We started with the release calendar and the backlog, and mapped where the time was actually going. Most of it was platform overhead, not product work.
We set the architecture so features could be shared across platforms where it made sense, and kept native where it mattered for TV.
Our engineers took over feature delivery across all platforms, with releases handled end to end: builds, store submissions, TV platform reviews.
The same people stayed on to run it: monitoring the apps and the systems behind them, handling incidents, and planning the next quarter with the client.
[One line on what these screens show]
Chosen for the job, not for the CV. Boring where boring is right, new where it earns its place.
Numbers agreed with the client. Names left out on purpose.
If you feel your company can do more, it probably can. Most of the time the missing piece is quality technology, owned by a team that cares. A short call is enough to find out.