001Case study[2026-09]
Leadership

Folding four teams into one without dropping delivery

Question
Can one team own both storefronts, end to end, through a restructure?
Method
Re-plan capacity, on-call and roadmap around funnel stages. [Confirm]
Result
Coverage absorbed into one team without dropping delivery. [Add shareable evidence]
§1Question

Problem and context

During a company-wide restructure, four teams’ worth of storefront ownership landed on one team. Both storefronts still needed releases, experiments, and an on-call rotation. [Expand in public terms.]

§2Conditions

My role and constraints

Manager of the receiving team, about eight people across onshore engineers, QA and a contract team in the Philippines. Owned roadmap, capacity planning and on-call. [Constraints to add]

§3Method

Decisions

Decision 01 [What to keep, what to pause]
Options
[Option A] · [Option B]
Chose
[What you chose]
Trade-off
[What it cost]
Decision 02 [How to split ownership onshore and offshore]
Options
[By surface] · [By funnel stage]
Chose
[What you chose]
Trade-off
[What it cost]
§4Observations

What changed

Fig. 1 · Storefront ownership before and after. [Labels to confirm]
§5Result

Outcome and evidence

Storefront coverage was absorbed into one team without dropping delivery. [Shareable evidence: release cadence, on-call coverage, a partner quote.]

§6Next time

Lessons

[Two or three lessons in your words. Strongest when one is something you would do differently.]

Line changes · [date]: added diagram[date]: published