How a Health and Wellness SaaS Startup improved Software Delivery
Industry Focus: Employee Health and Wellness
Size and Offering: Startup SaaS
Targeted Customers: Small to Medium sized US-based businesses, Insurance Provider Channel Partners
Challenge: Manual Technology Delivery
Solution: Automate and improve technology delivery implementing iterative DevOps
Result: Drastic time reduction of Software Delivery, 99.99% uptime
As a Technology-First provider in an industry dominated by Service-First vendors, the Company's main appeal to targeted customers is fast delivery of new offerings, broad customization options, and rapid feedback-based iterations.
As demand by customers increased, the Company's ability to deliver the new value to customers started to lag. New features were still completed quickly in short iterative development cycles. However, first customer interactions fell further behind, expanding lead time. The culprit: scaling didn't extend equally to existing delivery proccesses, and resource availability and expertise delayed the delivery of these features.
Spirebase aligned stakeholders to a shared plan, to determine and implement the appropriate DevOps strategy:
Core technology of the Company:
Spirebase worked with the Company to design a roadmap inclusive of their current technology delivery elements, stakeholder goals, all aligned to ensure success. The 3-step methodology consisted of:
Included in each step of this process is a focus on how each adjustment improves processes by retiring actions that didn't scale, and shedding manual steps that were more effectively automated as team members adopt to benefiting from new skills and processes.
By following this model, impact to the current Technology operation was minimized from the start. Compliance and existing committments were maintained. The Company emerged with improved DevOps processes.
Initial rollout: New CI/CD tooling was selected. This facilitated the replication of existing processes and scripts where applicable, creating a fully automated CI/CD ecosystem.
Secondary phase: Focus on strengthening the SDLC. Doing so provided better observability, and laid a foundation for future, scalable expansion.
Regulatory challenges: On-premise installations of the Atlassian stack. We minimized potential risks of data exposure and leakage while meeting or exceeding compliance requirements for HIPAA and GDPR.
Launching the Company's development highway: By leveraging Spirebase product lines, final implementation steps optimized deployment processes. The Company could better measure organizational effectiveness and use Jira Service Desk as an additional tool for optimization of customer requests, improved insights tracking.
The Company grew organically from the start, taking a typical Agile & Sprint based CI/CD approach. Application Updates consisted of multiple independant changes grouped together and deployed in a single after hours "big bang" deployment.
Spirebase started measuring DevOps efficiency and Organizational Efficiency on several levels to derive the impact of:
Measuring these from the start allowed us to better gain insights into improvements and benefits of a DevOps transformation.
Spirebase insight gathering started with a "Source Control Touch" event such as a pull request. Once merged back into the base branch, it is tracked using Spirebase's Insight KPIs.
Capturing these insights allowed us to uncover hidden feedback for Development. This was used to tighten the Company's overall deployment strategy.
All times are based on a change to a master branch of an application being deployed.
KPI | Before | After |
---|---|---|
Time to Artifacts | 3.7 weeks | 30 min |
First Seen on Production | + 3 hrs | + 21 min |
Time to First Route | n/a | + 1.8 hrs |
Time to Meaningful Routes | n/a | + 5.2 hrs |
Time to All Traffic | n/a | + 11.9 hrs |
Total Time | 3.7 weeks | <20 hrs |
Before Spirebase, each deployment followed a traditional "Agile-Big-Bang" release path. No production route strategy was possible: applications were deployed to all users at the same time.
After Spirebase, the overall Development lifecycle maintained an agile approach for time and stakeholder management. What changed was the deployment ability and strategy: deployments were available to be pushed immediately when ready.
Spirebase maintained the Company's service at 100% uptime during the migration from a Windows Service based application structure to a Linux-based JVM cluster.
The Company reduced overall AWS costs, even as the number of virtual machines increased, by a factor of 3 during normal operational loads (5 times during peak traffic conditions). Cost reductions included a combination of effective selection of instance types, use of savings plans in place of instance reservations, and combining spot instances to handle peak traffic outliers.
The initial stack consisted of a single MS SQL Server instance and single AD Domain Controller. Spirebase recommended adding AD DC secondaries and SQL Server AlwaysOn with WSFC for automated failovers.
A distributed EHCache Cluster was deployed for all app servers, to further optimize application level database performance.
The results were easy to measure: Addition of High Availability support to keep uptime at 100%; Reduced average Edge API Endpoint response time from 130ms to 30ms.
A true testament to "Infrastrcture As Code" is the ability to recreate everything from scratch. This includes the entirety of cloud resources, SDLC tooling, DevOps specific tools and assets, applications, and their assets. Doing so efficiently allows a repeatable process from ZERO to everything in less than 2.5 hours.
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