Portfolio

The Air Force's Kessel Run unit was stood up to modernize how the military builds and deploys software. The F-35 program was managing critical logistics and parts tracking through a patchwork of spreadsheets and legacy systems — slow, error-prone, and a genuine operational risk.

Pear Therapeutics was building what would become the first FDA-approved prescription digital therapeutics (PDT) — software prescribed by doctors to treat addiction disorders, with the same regulatory rigor as a pharmaceutical drug. Nobody had successfully navigated this space before.

A major technology company was building a virtual voice assistant that needed to work across both cloud-based and on-device AI services. The on-device requirement was driven by privacy and security constraints — some users' data couldn't leave their devices. The challenge was building quality systems that could validate behavior across two fundamentally different execution environments.

Slalom Build had grown rapidly to over 1,000 technologists across multiple disciplines — software engineering, product management, design, data, cloud. Growth had outpaced the systems for developing and advancing people. Engineers didn't know what mastery looked like. Managers didn't have consistent language for feedback and promotion. Leaders didn't have a shared model of what 'great' meant at each level.