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On team shape, proximity to the problem, and the cost of hand-offs.
Every boundary between people is a place where context is lost: from the strategist to the product manager, from the data scientist to the engineer, from the build team to the run team. Large programmes pay this tax at every stage and call it process.
People who have taken systems to production before, can read a P&L, and are comfortable in the client's operations meeting as well as in the codebase. A LoxiLabs team is typically three to five such people, and it changes shape as the phase changes rather than growing.
We sit with the desk, the contact centre, the case team. The design questions that decide adoption — what the screen shows, when the human is asked, what the fallback is — are answered by watching the work, not by workshops about it.
A small team cannot be a permanent fixture, and should not be. Pairing with client engineers from the first week, and transferring runbooks and operating model in the last, is how the work continues without us.
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