Opening context
Otonomee operates a global digital services and automation business supporting enterprise clients across multiple industries. Its workforce combines engineering, delivery, and client-facing teams distributed across regions, operating within fast-moving delivery cycles and client-driven priorities.
As the organisation continued to scale its delivery model, leadership attention focused on whether internal technology services were supporting teams effectively and consistently, and whether existing signals were sufficient to guide prioritisation as complexity increased.
The decision context
Leadership faced a set of ongoing decisions related to internal systems, collaboration tools, and support models used by delivery teams. These decisions required confidence that experience issues affecting productivity, coordination, or delivery quality were being identified early and assessed accurately.
Without a clear, comparative view of lived technology experience, there was a risk that prioritisation would be driven by isolated delivery issues or client escalations rather than representative patterns across teams. The challenge was not pace of change, but ensuring that technology decisions scaled in step with the organisation’s operating model.
Why existing signals fell short
Operational metrics and service data provided visibility into system availability and support activity, but offered limited insight into how technology was experienced by teams day to day.
Feedback from delivery leaders and ad-hoc surveys added context, but results were fragmented and difficult to compare across roles, locations, and client engagements. Leadership lacked a consistent way to distinguish local delivery friction from systemic experience patterns, limiting confidence in where attention would have the greatest impact.
How Voxxify was used
Voxxify was used as a focused, time-bound input to complement existing operational data. Feedback was gathered directly from delivery and engineering teams, capturing structured experience signals alongside detailed verbatim input.
Analysis provided a segmented view of how technology services were experienced across teams and operating contexts. Patterns of friction and consistency became visible, creating a shared reference point that leadership could use to prioritise action without introducing another ongoing monitoring layer or replacing existing metrics.
What changed as a result
Leadership gained clearer visibility into how technology experience varied across teams and delivery contexts, enabling more confident prioritisation of improvement efforts.
Issues requiring coordinated attention were distinguished from those that were local or situational, reducing noise in internal discussions. Equally important, leadership gained clarity on what did not require immediate action, allowing teams to avoid unnecessary change and focus resources where experience gaps were most likely to affect delivery effectiveness.
This shared understanding improved alignment between technology, delivery, and leadership teams, grounding decisions in evidence rather than anecdote as the organisation continued to scale.
Closing insight
By establishing an organisation-wide view of lived technology experience, Otonomee gained the clarity needed to prioritise technology decisions with confidence and support consistent delivery across a rapidly evolving operating model.
