Track Record
A sample of the outcomes delivered across engineering operations, Agile transformation, and program management engagements – drawn from hands-on work at growth-stage and enterprise SaaS organizations.
Success Stories
These aren't projections or industry benchmarks – they're outcomes from engagements where we built, ran, and were accountable for the results.
The situation
A growing SaaS organization with multiple Scrum teams, each operating independently with no cross-team coordination. Large initiatives couldn't be reliably planned because dependencies weren't managed and backlog sizing wasn't normalized. Product management had no way to project roadmaps with confidence or build data-driven cases for additional resources.
Implemented the Scaled Agile Framework (SAFe) with PI Planning, introducing normalized sizing, dependency management, and synchronized multi-team delivery. Built the governance and accountability model that made commitments meaningful – and held through six-plus years of rapid company growth and eight acquisitions.
Agile & SAFe · Program Management · Portfolio GovernanceThe situation
GitHub Copilot had been provided to the engineering org with little more than a directive to use it. Adoption was haphazard – there was no training, no structure, and no way to know whether anyone was actually using it or whether it was making a difference.
Partnered with DevClarity to build a structured enablement program: comprehensive tooling rollout (GitHub Copilot, Claude Code), official AI training classes, targeted coaching sessions using real-world use cases, and a staged metrics framework tracking enablement, then active usage, then delivery outcomes. Established an AI Steering Committee to govern ongoing adoption.
AI Enablement · Engineering OperationsThe situation
Tools like Visual Studio Enterprise, GitHub, and Atlassian were provisioned to every employee and contractor on day one, regardless of actual need. Engineers were frequently over-licensed (Enterprise tiers when read-only access would do), and licenses were rarely removed when someone left the company or changed roles.
Established formalized procurement and license governance: audited actual usage across the portfolio, right-sized license tiers, and implemented processes to manage provisioning and deprovisioning. Reduced annual tooling costs by $300K+ while giving leadership full visibility into what was being used, by whom, and at what cost.
Engineering Operations · Tooling GovernanceThe situation
A PE-backed company executing a rapid acquisition strategy with no integration playbook. Each acquired engineering organization arrived with different tech stacks, team structures, tooling sets, and delivery practices – and the clock started immediately on getting them productive within the portfolio.
Built a repeatable 20-item integration playbook from the ground up, covering organizational integration, tooling consolidation, vendor and staffing alignment, work item migration, SAFe onboarding, and hosting & DevOps harmonization. Applied consistently across all eight acquisitions, compressing ramp time and protecting ongoing delivery for both sides.
Program Management · M&A IntegrationThe situation
No engineering operations function existed. PE ownership was creating pressure for investor-ready data that simply wasn't available – basic questions like contractor rates couldn't be answered quickly. A prior stint inside GE Healthcare had exposed operational gaps. Acquisitions were landing with no integration process, and a growing org needed cross-functional infrastructure nobody owned.
Founded and built the engineering operations function from the ground up – hired and led a team that grew to 20, accountable for quarterly planning, portfolio governance, M&A integration, release management, tooling procurement, product security coordination, and executive reporting across a 500+ developer portfolio.
Engineering Operations · Org BuildingThe situation
Leadership was operating without reliable data. Metrics were pulled manually when someone thought to ask. The result: development capacity being spent on the wrong things, resources allocated to low-margin products, tooling spend nobody could account for, and roadmap slippage with no early warning signal.
Designed and built an enterprise Power BI reporting suite connecting staffing, throughput, financial investment, roadmap commitments, and tooling spend into a single standardized view. Replaced ad-hoc, manual data pulls with portfolio-wide visibility that gave leadership the information needed to make resourcing, prioritization, and investment decisions with confidence.
Engineering Operations · Executive ReportingGet In Touch
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