Everyone knows how it works but nobody says it out loud.
The project that gets resources isn't necessarily the most important one. It's the one with the best advocate.
The executive who's most persistent. The team that's best at presenting.
The initiative that sounds sexiest in the board meeting. Meanwhile, the boring but critical work starves.
Infrastructure upgrades. Technical debt.
Security hardening. Operational improvements.
These don't have executive champions. They don't make good slides.
They don't sound exciting in all-hands meetings. So they get the leftover resources—usually one person trying to do what needs three.
When these starved projects fail or cause incidents, everyone acts surprised. But the failure was predictable from the resource allocation.
We chose to fund the VP's feature and underfund the database migration. The incident was a consequence of that choice.
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One unified platform to eliminate context switching and recover productive hours.
