The challenge
Priority had hundreds of logistical moving pieces it couldn’t track, and a technology team without a shared way to decide what to build, build it together, and show it paid off.
On the Scaling Readiness Model, Priority was at Level 1: some visibility into its work, still working toward alignment and an enablement mindset.
What we did
Started by listening. We listened first, then translated what we heard into the first MVP: a reimagined tracking and shipping process, designed for scale. The focus was efficiency for Priority’s internal users, and how that efficiency reaches Priority’s customers.
Put Priority’s people in charge of the work. We set up product ownership, facilitated ideation, and turned ideas into a backlog, so Priority’s own team developed and delivered the proposals.
Built a highway from idea to production. A team that works around every obstacle ends up on a slow, winding path. We helped Priority design a purpose-built route for the pace it wanted to go, including a collaborative development model on Azure DevOps repositories so multiple programmers could work on the same code. Priority still relies on that model heavily today.
Made learning part of how the team works. The team worked in short cycles, and we kept leadership involved and informed through short, regular calls. When the information we needed wasn’t ready, we adapted and helped Priority find a way forward.
What changed
Priority’s technology department became an efficient, collaborative team. Priority’s own people grew into leaders and teams that can take an idea to production, learn from it, and decide what’s next.
We didn’t replace Priority’s people with a consulting process. We made the people Priority already had more valuable, and helped build a team that can imagine, implement, and measure its own success.