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.