You're leading an engineering delivery organization where client demand changes quarter to quarter, and leadership wants a more deliberate view on bench health. You need to balance utilization, readiness for new work, cost discipline, and retention without treating the bench as idle capacity.
What is your approach to building and maintaining a healthy bench?
Defining KPIs for bench healthUsing leading indicators, not just lagging utilizationMaking capacity planning decisions under uncertain demandHandling trade-offs between cost, responsiveness, and retention