Add synthetic transactions to catch silent failures. Biggest risk is invisible complexity creeping in. Keep the system operable by the smallest competent team.

Decide this with numbers, not vibes. If the key metric doesn’t move in 14 days, revert. A one‑pager playbook helped on-call engineers a lot.

Latency budgets forced us to drop nice-to-haves. Keep dependencies boring and well‑documented. Small anecdote that might help.

Train support to recognize false positives quickly. Quick checklist that saved us time. Shadow‑run the new stack for a week before go‑live.

Process tip that prevented a week of rework. Start with a pilot and a single success metric. Watch hidden dependencies that slow audits.

Biggest risk is invisible complexity creeping in. Keep the system operable by the smallest competent team. If volume is spiky, budget for burst capacity explicitly.

Decide this with numbers, not vibes. Legal sign-off took three weeks; budget that into your plan. If the key metric doesn’t move in 14 days, revert.

Decide this with numbers, not vibes. If the key metric doesn’t move in 14 days, revert. We phased traffic: 5% → 25% → 60% → 100% to de-risk.

Decide this with numbers, not vibes. If the key metric doesn’t move in 14 days, revert. A one‑pager playbook helped on-call engineers a lot.

Shadow‑run the new stack for a week before go‑live. Quick checklist that saved us time. If volume is spiky, budget for burst capacity explicitly.

Push data contracts upstream so APIs don’t drift. Biggest risk is invisible complexity creeping in. Keep the system operable by the smallest competent team.

If volume is spiky, budget for burst capacity explicitly. Quick checklist that saved us time. Write copy‑paste runbooks for common procedures.

Keep dependencies boring and well‑documented. Keep the system operable by the smallest competent team. Biggest risk is invisible complexity creeping in.

Ship small and often to limit blast radius. Quick checklist that saved us time. Set crisp ownership so decisions don’t stall.

Tune thresholds per segment; one size rarely fits all. Latency budgets forced us to drop nice-to-haves. Small anecdote that might help.