Gamma delivers Contact Centre as a Service to some of the UK's largest enterprises and government departments. I own the engineering delivery function for Gamma's enterprise CX team — a mix of in-house software engineers, a delivery manager and a third-party engineering provider.

The real pressure point is competing demand. A product roadmap to push forward, paid client projects to deliver, and live support tickets running to tight SLAs — all pulling on the same people at the same time. Getting that balance wrong means either the roadmap stalls or a client feels it.

Landing into a function serving live enterprise and government clients, the first month went on listening: shadowing every squad, sitting in on escalations, and mapping the three demand streams pulling on the same engineers.

• Weeks 1–4: demand mapped honestly across roadmap, paid client projects and SLA support — with the contention points named to the exec rather than smoothed over.
• By week 6: the prioritisation model agreed with product and client-facing leadership, with a standing trade-off forum so a yes to one client was a visible decision, not a silent squeeze.
• By week 8: governance cadence reset — RAID running properly, escalation paths cleaned up, and reporting slimmed to what people actually read.
• Quick wins first: a stalled client release unblocked in the first fortnight, and standing meeting load cut so engineers got focus time back.

• Took ownership of the enterprise engineering function and set the prioritisation model that balances roadmap, paid project work and SLA-bound support across the team.
• Line-managed, coached and developed 14 engineers and a delivery manager spanning junior to lead — building capability and clearer progression, not just allocating tasks.
• Brought a third-party engineering provider into a single, consistent way of working alongside the in-house team.
• Embedded modern software engineering practices and tighter delivery discipline to cut noise and make delivery more predictable.
• Sponsored the delivery of new, industry-leading AI features into the product for enterprise clients.

• New AI features shipped to enterprise and public-sector clients, keeping the product at the front of a competitive market.
• A more predictable engineering function, where roadmap, project and support demand are managed together without one starving the others.
• Internal ways of working streamlined and modern engineering practice embedded across the team.

Relaunching the digital experience for 12M+ customers is not a single build — it's a programme. Feature delivery was spread across eight multi-disciplinary squads, each with its own backlog, dependencies and pace. Underneath the customer-facing experience sat a new order-fulfilment model spanning EE's own warehouse and external drop-ship vendors.

The challenge wasn't any one feature. It was sequencing the whole thing so squads didn't block each other, milestones held, and senior stakeholders could see clearly where the programme stood at any moment.

Eight squads, one customer-facing launch and a new fulfilment model underneath it — the early priority was making dependencies visible before they became incidents.

• First month: full dependency map across the eight squads, surfacing the collisions between customer-facing features and the fulfilment build.
• By week 8: a single programme structure in Jira with Confluence documentation behind it, so status read the same at squad, programme and exec level.
• Milestone confidence reporting the senior stakeholders trusted — RAG that meant something, because it was backed by the dependency picture.
• Result of the early groundwork: squads stopped blocking each other by accident, and programme reporting became the version of the truth everyone argued from.

• Owned the full software delivery programme across all 8 squads, sequencing features and actively managing the dependencies between them.
• Built and maintained the roadmaps and delivery plans that senior stakeholders and the wider business relied on for reporting.
• Structured a complex programme in Jira, with supporting documentation in Confluence, so status was legible from squad level right up to programme level.
• Kept day-to-day squad delivery moving while holding the larger programme milestones — and the new fulfilment model — on track.

• A new customer-facing digital experience delivered for a base of 12M+ customers.
• A new order-fulfilment model brought to life across EE's warehouse and drop-ship vendors.
• Clear, dependable programme reporting that gave senior stakeholders confidence across eight parallel squads.