Ben Linders

To provide SRE as a service, a team built a center of excellence, introducing Federated SREs and roles like production manager and technical tribe lead. They created a culture of data-driven conversations where SLOs and SLAs were democratised. Surviving growing cognitive load meant continuously simplifying architecture and embedding sovereignty and resilience into platform design decisions.

When a platform started with total developer autonomy, teams felt overwhelmed and ended up solving the same problems in completely different ways. The company shifted to enablement over support, working together with teams intensively, and helping teams feel confident and capable, turning the right way into being the easiest way.

How we decide is at the core of architecture, and the architecture advice process is a way to decentralize architectural decisions. It needs to be supported by Architecture Decision Records because of the speed at which technology and systems move, and can be complemented by a weekly architecture advice forum.

A company shifted from project- to product-thinking after their platform outgrew single-team use. The limitations that they felt with their platform were one-off deliveries, lack of product vision, and weak feedback loops. They have moved toward a self-service, API-driven, multi-tenant infrastructure with clearer ownership and better abstractions.

A platform is a collaboration system: platform teams depend on application teams, and both need shared standards. Engineers trust a platform through its predictable behavior, not its features. Being an engineer is about problem-solving and being passionate about it. And being an engineer means sharing your passion for problem-solving.

A lot of platform teams face a problem: they build a lot of really cool stuff, and then their developers don't use it. Be visible to management, talk to stakeholders and listen to their problems, make your value measurable with metrics like DORA, create narratives, and show the hidden pain to make it personal: these are lessons that Lucas Hornung and Christian Matthaei presented.

When a new platform team set out on implementing their roadmap through forced workflows with poor documentation, developer experience declined. Success came from simplifying governance, prioritizing what matters, and rolling out compliance incrementally through prevention, detection, and communication. Empathy, focus, and shared purpose drove successful adoption.

AI is an amplifier; strategic focus on the organizational system brings the greatest returns. DORA's 2025 research on AI in software development provides team profiles and success capabilities that can be used to put the research into practice.

Having a platform is not enough; the real challenge is ensuring that it is understandable, usable, and actually adopted by its users. A capability is done when it can be reliably used by others. To evaluate progress, you can ask yourself “Is this being used?” and “Does it reduce friction for users?” This can help align development work with actual user value rather than delivery,

AI is disrupting career progression by eliminating the learning opportunities at each rung while simultaneously enabling people to perform above their experience level, Alasdair Allan explained in his talk Engineering Progression When AI Ate the Middle at QCon London. Fewer junior developers join the industry, and AI slows hiring at the entry level.