Ajackus stepped in as tech delivery partner for Ronin Global — a marketing technology company with persistent engineering instability — and transformed a disjointed, waterfall-model team into an agile delivery engine, enabling 9 new feature deployments and 6 enhancements in the first quarter of the engagement alone.
Engagement Model
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Managed Delivery
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How Ronin Global Shipped 9 New Features and 6 Enhancements in a Single Quarter After Ajackus Restructured Their Tech Delivery Model
Technologies
9
New Features Deployed
6
Enhancements to Existing Features
Q1
Results Achieved in First Quarter
Overview
Executive Summary
Client
Challenge
Goals
Journey
Results
Technology
Takeaways
FAQ
Executive Summary
The Problem
Ronin Global, a marketing technology company, had a technology delivery problem: their engineering team operated at inconsistent speeds, lacked a cohesive project management framework, and had no standardised processes for task assignment, progress tracking, or quality assurance. Previous tech and freelance resource arrangements had produced persistent delays and a widening gap between business expectations and engineering output.
The Solution
Ajackus took over tech team management and transformed the delivery model — restructuring roles and responsibilities, transitioning from a waterfall to an agile methodology, introducing sprint planning, daily standups, and retrospectives, establishing a unified knowledge-sharing system, and building a cross-functional team with the breadth to handle diverse technical challenges.
The Result
In the first quarter of the engagement, the Ajackus-led team deployed 9 new product features and delivered 6 enhancements to existing features — demonstrating an immediate and measurable improvement in delivery velocity and operational alignment.
Client
Ronin Global is a marketing technology company that operates at the intersection of marketing strategy and technology product delivery. The company had an in-house tech function but lacked the engineering leadership and process infrastructure needed to translate business priorities into reliable, timely product delivery. Ajackus was brought in not merely as an additional engineering resource, but as a tech delivery partner — taking on responsibility for how the team was organised, managed, and held accountable. The relationship evolved over time from a structured intervention into an ongoing trusted tech partnership.
| Industry | Marketing Technology / FinTech |
| Platform | app.roninglobal.io |
| Engagement Model | Team Augmentation + Agile Transformation |
| Relationship | Evolved from delivery intervention to ongoing tech partner |
Challenge
The Bottom Line
Ronin Global needed a single trusted tech partner who could take ownership of how their engineering team operated — not just what it built — and immediately improve the predictability and speed of delivery.
Inconsistent Work Paces Across the Engineering Team
The Ronin Global tech team operated at varying speeds, with no shared standard for what constituted a sprint, a deliverable, or an acceptable timeline. This inconsistency created a disjointed delivery experience — some areas of the product moved quickly whilst others stalled, and the absence of synchronisation made cross-functional collaboration unreliable. Project progress was difficult to measure and even harder to predict.
No Cohesive Project Management Framework
Without a standardised project management approach, Ronin Global had no reliable mechanism for tracking priorities, aligning development work to business objectives, or managing resource allocation across competing initiatives. Project planning was ad hoc, timelines were aspirational rather than commitments, and the absence of structured reviews meant that misalignments between business expectations and engineering output went undetected until they had already caused delays.
No Standardised Delivery Process
Task assignment, progress tracking, and quality assurance each operated without defined procedures. Work was picked up inconsistently, review processes were informal, and there was no systematic approach to validating that delivered features met the standards expected by the business or its clients. This process gap was the proximate cause of the delivery delays and quality inconsistencies that had accumulated before Ajackus’s involvement.
Goals
The project focused on transforming the delivery model and building a cross-functional team capable of predictable, high-velocity output.
| Goal | Outcome Required |
|---|---|
| Agile transformation | Transition from waterfall to sprint-based delivery model |
| Role clarity | Defined product owners, scrum masters, and engineering responsibilities |
| Delivery process standardisation | Sprint planning, daily standups, retrospectives, and quality checkpoints |
| Knowledge sharing | Unified system for technical knowledge distribution across the team |
| Cross-functional capability | Full-stack team covering diverse technical requirements |
| Measurable delivery velocity | Quantifiable feature output per sprint from the first quarter |
Journey
Ajackus restructured Ronin Global’s tech delivery across four phases, from team assessment through cross-functional team build.
Phase 1: Team Assessment and Role Restructuring
The Ajackus team began by conducting a rapid assessment of the existing Ronin Global engineering team — mapping skill sets, identifying gaps, and evaluating how work was currently being assigned and tracked. Based on this assessment, Ajackus restructured roles and responsibilities to match an agile model: assigning product owner and scrum master functions, establishing clear communication channels between business and tech, and defining accountability boundaries that had previously been absent.
Phase 2: Agile Methodology Implementation
The transition from waterfall to agile required not just the introduction of new tools but a change in how the team thought about delivery. The Ajackus team introduced sprint planning sessions to define and commit to two-week delivery cycles, daily standups to surface blockers immediately, and retrospectives to systematically improve the process after each sprint. These rituals were implemented as non-negotiable operating standards — not optional additions to an existing process.
Phase 3: Unified Knowledge Sharing System
A persistent challenge in the existing Ronin Global engineering environment was uneven technical knowledge — certain individuals held critical context that wasn’t shared across the team, creating single points of failure and limiting the team’s collective capability. The Ajackus team established a unified knowledge-sharing framework, including documentation standards and structured knowledge transfer sessions, that distributed technical understanding across the full team and reduced dependency on any individual engineer.
Phase 4: Cross-Functional Team Build
To address the breadth of Ronin Global’s technical requirements, Ajackus built a diverse team with complementary expertise across front-end, back-end, and product management disciplines. This cross-functional composition ensured that the team could handle the full range of technical challenges that arose during product development — without needing to escalate to external specialists or wait for specific individuals to become available.
Results
Ronin Global moved from persistent delivery delays to a predictable, sprint-cadenced delivery model within a single quarter.
9
New Features Deployed in Q1
6
Enhancements Delivered in Q1
Agile
Delivery Model Fully Adopted
What went well:
Delivery Achievements — Q1 Results
- 9 new product features deployed in the first quarter of the Ajackus engagement
- 6 enhancements to existing features delivered in the same period
- Sprint-based delivery cadence established and maintained from the first sprint onwards
- Misalignments between business priorities and engineering delivery surfaced and resolved within sprint cycles rather than discovered at launch
Operational Achievements
- Waterfall model fully replaced with agile delivery — sprint planning, standups, and retrospectives operating as standard practice
- Roles and responsibilities clearly defined across product owner, scrum master, and engineering functions
- Unified knowledge-sharing system in place, reducing single-point-of-failure risk across the team
- Cross-functional team composition in place, capable of handling front-end, back-end, and product challenges without external escalation
Business Impact
- Ronin Global’s product delivery moved from a state of persistent delay and misalignment to a predictable, sprint-cadenced delivery model within a single quarter
- The pace of feature deployment in Q1 — 9 new features and 6 enhancements — directly strengthened the product’s competitiveness
- The transformation of the tech delivery model established the foundation for Ajackus to continue as Ronin Global’s long-term trusted tech partner
Why It Worked
Delivery Model Reform, Not Headcount Addition
Ronin Global’s problem was not a shortage of engineers — it was a shortage of delivery discipline. Ajackus addressed the root cause by restructuring how the team operated, not just adding new engineers to a broken system. This structural intervention produced a compounding improvement: every subsequent sprint benefited from the new operating model.
Process as Infrastructure
Sprint planning, standups, and retrospectives are often dismissed as overhead. In the Ronin Global engagement, they were the infrastructure that made reliable delivery possible — transforming aspirational timelines into accountable commitments and surfacing misalignments before they became delays.
Agility as a Cultural Shift
The transition from waterfall to agile is as much cultural as technical. The Ajackus team embedded within Ronin Global’s existing structure rather than operating as a separate workstream, which meant that agile practices were adopted by the full team — not confined to the Ajackus-managed subset.
Frequently Asked Questions
How did Ajackus achieve 9 new feature deployments in the first quarter?
The delivery acceleration came from restructuring how the team operated, not from simply adding engineering hours. By transitioning to agile, establishing sprint commitments, and eliminating the ambiguity in task assignment and review processes that had previously caused delays, the Ajackus team converted existing engineering capacity into consistent delivery output. The 9 features deployed in Q1 represent the unlocking of velocity that was already latent in the team but blocked by process gaps.
What does Ajackus's team augmentation model look like in practice for a company like Ronin Global?
In the Ronin Global engagement, Ajackus took on both engineering and delivery management responsibilities — serving as tech partner rather than contractor. This included managing the team's sprint cadence, structuring roles, and building the operating model, in addition to contributing engineering output. For companies with persistent delivery problems, this broader engagement model addresses causes rather than symptoms.
How quickly can Ajackus embed with a struggling tech team and begin improving delivery?
In the Ronin Global engagement, measurable results were visible within the first quarter — with 9 new features and 6 enhancements delivered. The initial team assessment and agile restructuring were completed within the first 2–3 weeks, enabling productive sprint delivery to begin almost immediately. Ajackus can typically embed engineers and begin operating within a client's delivery structure within 2 weeks of engagement confirmation.
How does Ajackus handle knowledge transfer when taking on management of an existing team?
The Ajackus team established a unified knowledge-sharing system at the start of the Ronin Global engagement, including documentation standards and structured sessions to distribute technical context across the full team. This was designed not just for the duration of the Ajackus engagement, but as a permanent capability — ensuring that no individual engineer became a single point of failure for critical system knowledge.
What engagement model does Ajackus use for long-term technology partnerships?
Ajackus operates across three engagement models: Team Augmentation (embedded engineers within an existing team), Managed Delivery (Ajackus takes full ownership of a product or feature build), and Build-Operate-Transfer (Ajackus builds and operates an offshore engineering centre before transferring ownership). For companies with ongoing product development needs, Team Augmentation evolves naturally into a long-term partnership — as it did with Ronin Global. Contact hello@ajackus.com to discuss which model fits your situation.
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