About this Session
I’ve worked with teams that had great engineers, solid architecture, and all the right agile rituals in place. And still; delivery felt exhausting. Releases kept being postponed over and over, QA found issues “no one expected”, and product kept saying “this isn’t what we discussed”.
What I learned the hard way is this: most delivery problems are not technical. They come from small, invisible misunderstandings that compound over time.
Developers, product, QA, and (internal) customers often believe they are aligned because they use the same words. In reality, everyone fills in the gaps differently. Requirements become assumptions, and acceptance criteria become interpretations. And by the time the mismatch shows up, it’s already expensive, both emotionally and technically.
In this session, I’ll share concrete patterns I’ve seen across real product teams; what went wrong, what helped, and what made delivery noticeably calmer.
We’ll look at how:
- treating requirements as conversations changed how teams worked together
- example-driven thinking exposed gaps before code was written
- Gherkin and BDD helped non-technical and - technical roles align on behavior, not implementation
- clearer communication reduced rework and took pressure out of releases
This is not theory nor a framework pitch, but a practical perspective on how shared understanding across roles can turn delivery from a nerve-wracking event into a predictable, collaborative process.
