When I joined the Technology Solutions (TS) group at the American Institutes for Research (AIR) in 2015, I found the team experiencing several pain points. Projects were unwieldly due to constantly changing requirements, project managers trained in Waterfall models had not embraced agile methodologies, defects were commonplace and increasing as more features and bugs were pushed into production environments without proper testing, the overall posture was reactive, and recurring feedback from the team was that they were constantly swimming upstream and struggling to stay afloat. I set out to resolve the issues by focusing on training staff, creating efficient processes, automating redundancies, and incorporating industry best practices into daily tasks and workflows.