Oil & Gas Software Company Transformation

Stabilizing a 25-engineer team, rebuilding customer trust, and turning delivery chaos into measurable operational progress.

Delence joined this oil and gas software company during a period of delivery instability, low customer satisfaction, and severe team retention risk. Acting as a strategic fractional CTO, Delence helped stabilize execution, realign leadership expectations, and restore trust across both the team and the customer base.

25 engineers across the team
+75 NPS achieved within 6 months
100% retention within 12 months

Challenge

  • Poor delivery quality and misunderstood requirements were affecting outcomes.
  • Constantly changing CEO priorities created uncertainty and scope instability.
  • The 25-person team faced near-zero retention confidence.
  • Customer satisfaction had dropped into negative NPS territory.

Approach

  • Conducted rapid interviews with engineers and key stakeholders.
  • Realigned CEO expectations with the team’s actual capacity.
  • Introduced a customer-centric roadmap and agile execution practices.
  • Simplified architecture to improve deployment speed and reliability.

Execution

  • Held weekly CEO alignment sessions to manage scope changes.
  • Reassigned engineers based on individual strengths.
  • Introduced sprint reviews, retrospectives, and customer demos.
  • Created a more stable and transparent delivery rhythm.

Key Result

The engineering team stabilized within 8 weeks, customer sentiment improved from negative to +75 NPS in 6 months, and the company achieved 100% engineer retention within 12 months.

Impact

Beyond the headline metrics, the company regained reliable delivery, improved customer trust, and built a stronger internal culture. Leadership gained better alignment with team capacity, engineers operated with clearer ownership, and the organization moved from reactive pressure toward a healthier execution model.

Role: Strategic Fractional CTO

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