Delivering this project demanded more than strong technical execution. Faced with a complex build and a legacy landscape carrying significant delivery risk, softwire supported ELTO in finding the right balance to delivery stability and platform migrations for its members. That meant advocating for a batch data sync approach over a big bang migration to protect delivery stability, putting together a proposal for insurer on-boarding that balanced end-user benefit, adoption timelines and build effort, and purposely sequencing scoping activities to support value-driven delivery. Our measure of success is ensuring that what we deliver is an intuitive, accessible digital platform that meaningfully improves search accuracy and usability for the needs of ELTO's members and users and reduce the operational burden on ELTO.
From our early conversations and review of the existing landscape, two areas stood out as carrying the greatest delivery risk: the migration of data from the legacy system, and the architectural and front-end approach for the new platform. Rather than treating discovery as a single linear phase, we tailored our approach to the specific shape of these risks and structured the consultancy around two parallel workstreams, each resourced with the right specialists and given the depth of focus the problem demanded. The first workstream focused on the data migration challenge. We need to understand, in concrete terms, how data could be moved securely and seamlessly from the legacy system within the required timelines – surfacing the technical realities, dependencies and edge cases clearly enough to influence delivery rather than disrupt it. The second workstream focused on architecture and front-end delivery. Here, the critical risk was less technical than organisations: securing early alignment with the stakeholders whose approval would ultimately gate the build. We engaged their technical approvers from day one, working through proposed technical design decisions, validating the direction before any significant build commitments were made. Running these workstreams in parallel – rather than sequentially – was a deliberate choice; it ensured neither area was deprioritised in favour of the other, which gave each the room to develop the depth and breadth of knowledge the risk warranted, and allowed us to enter delivery with a strong foundation.
At discovery inception, we facilitated structured ways of working sessions with ELTO to map the current state, understand existing user journeys, and build the shared context the team needed to move quickly and with confidence. We took a deliberate prioritisation approach — mapping the full journey landscape first and identifying which flows would deliver the most value from user research and de-risk the most risk for the build phase, rather than spreading effort thinly across lower-priority areas.
Running alongside the technical and research workstreams was a strict delivery plan, managed carefully to ensure sufficient time was built in ahead of each stage gate review — covering technical design authority sign-off, commercial review, and stakeholder approvals — so that nothing was being presented in an unfinished state. This rigour paid off: we secured TDA sign-off on the first submission, reflecting the depth of consideration that had gone into the architectural proposals and the team's ability to anticipate and address lines of challenge before they were raised.
By the close of discovery, the programme had a fully approved technical architecture, a validated design approach, a prioritised set of user research findings, a clear data and migration strategy, and a credible build estimate. This was all delivered within +1 week of the original timeline, helping ELTO accelerate delivery and get value into the hands of their customers more quickly.