BCG Digital Ventures is preparing to launch a new client-facing venture platform that lets operations teams configure workflows, approvals, and reporting in a single product. The MVP is already 70% built, but the engineering team has accumulated meaningful technical debt in the authentication service, event logging, and test automation while rushing early demos.
You are the Engineering Manager for a 10-person squad: 5 backend engineers, 2 frontend engineers, 1 QA engineer, 1 product manager, and 1 designer. The client steering committee expects a production launch in 10 weeks because the platform is tied to a signed pilot worth $1.8M in first-year revenue. Leadership wants speed, but the current architecture is causing slower development and rising defect risk.
The client CTO wants the committed launch date preserved. The BCG Digital Ventures Venture Lead wants a polished MVP that can be used as a case study for future business development. The Engineering Director is concerned that shipping on the current foundation will create reliability issues and an expensive stabilization period. The client operations lead is pushing for two late feature additions that would increase scope.