Engineering Excellence in Action: How NKD Agility Helped SLB Streamline Build and Release Across 90 Teams and 13 Countries

Client Context

SLB (formerly Schlumberger), a global energy technology company, had over 90 engineering teams in 13 locations across 9 countries contributing to a single product: Petrel. Each team operated independently, choosing its own source control system, build environment, and branching strategy. Some used Git, others Team Foundation Version Control (TFVC), SVN, or even in-house tools.

The result? A sprawling mess of incompatibilities, blind spots, and inefficiencies.

The Ask: Build System Simplification and Consolidation

Martin Hinshelwood from NKD Agility was asked to assess the situation and recommend a path forward. The goal: consolidate build and source control processes to enable faster, more reliable, and more autonomous development.

Diagnosis: Extreme Fragmentation and Build Fragility

Martin’s assessment uncovered:

• An overloaded central build team: Eight engineers were running 11,000 builds a day, producing 27 petabytes of data annually just to generate one working version of the product per month.
• Inconsistent tooling and branching: Each team used their own tools and created custom branches, making traceability and integration nearly impossible.
• Lack of ownership and accountability: The build process was treated as someone else’s problem. Teams weren’t accountable for build quality or integration readiness.

Approach: Advisory Engagement Rooted in Engineering Principles

Martin didn’t implement the solution directly. Instead, he provided:

• A clear architectural recommendation: Migrate to a single source control system (initially TFVC, later Git) and adopt a consistent branching model across all teams.
• Branching strategy and build design consulting: Martin guided SLB on how to design a scalable branching structure that balanced autonomy and alignment.
• Education on engineering accountability: He helped reposition build and release as shared engineering responsibilities, not something delegated to a separate team.
• Ongoing consultation throughout implementation: While SLB owned the execution, Martin provided iterative guidance and validation.

Outcomes: Ownership, Speed, and Significant Cost Reduction

• Shifted ownership of build and release to engineering teams: 90+ teams began managing their own builds and branches, removing bottlenecks.
• Reduced central build team from 8 to 2 people: A leaner core team focused on platform support, not firefighting.
• Improved developer autonomy and morale: Teams had the tools and responsibility to manage their own work, increasing throughput and engagement.
• Simplified engineering processes: With one source control system and a standard branching model, release management became predictable and transparent.

Strategic Reflection: Engineering Excellence Through Real Ownership

This case represents a core NKD Agility principle:

Real engineering excellence isn’t about tighter control, it’s about giving teams the right structure so they can take responsibility for quality, speed, and stability.

Martin’s advice helped SLB do just that: reframe build and release as team-owned practices rather than operational burdens.

Why It Matters for CTOs and Tech Leaders

• Technical Leadership: Empowering engineers to own build and release is a foundational move toward scalable, resilient development.
• Engineering Excellence: This engagement demonstrates how structural advice, not new tooling alone, can unlock better results across distributed teams.
• Strategic Impact: Simplification enabled better forecasting, reduced overhead, and made SLB’s engineering system more future-ready.

Final Takeaway

When engineers own the system they work in, magic happens. NKD Agility helps organizations create the clarity, structure, and culture where that ownership can thrive.