As Senior Manager for Digital Transformation, the mandate was a stalled 2-year roadmap: deliver across 8 program increments, modernise dental SaaS from EMEA to the Americas, and do it under the regulated-software discipline a medical-device group requires.
The product roadmap had stalled and the 2-year delivery plan was at risk. Teams were siloed — a Java platform team, a mobile team, a QA team — each carrying its own priorities. Manual testing was the bottleneck, with 30%+ of defects slipping to production.
And the talent gap was structural: one Scrum team, no clear path to scale. Because this is a medical-device group, the new teams had to ship audit-ready from day one — there was no “move fast and clean it up later” path.
“Scaling engineering isn’t about hiring fast — it’s about clarity, discipline and good process. A small team with SAFe and built-in quality beats a large team fighting tech debt.”— Swarup Kumar, on the Straumann engagement