Software Director
Turns the release goal into work split across the four surfaces, and holds the go/no-go.
Four product teams, one release train
Software factory
Nimbus Cloud Systems · Release Room
A release goes out every week across four product surfaces. Each surface has its own backlog, its own risk, and its own definition of done. The desks are named for the surface and the job, so the whole roster reads like an org chart instead of a cast list.
The roster
Every desk is named for the job
App Product Owner
Owns the mobile backlog, the store review queue, and what ships behind a flag.
Web Product Owner
Owns the browser surface, the accessibility budget, and the marketing-site handoff.
Infrastructure Product Owner
Owns capacity, migrations, and the rollback plan for anything that touches data.
Core Product Owner
Owns the shared libraries every other surface depends on, and the deprecation calendar.
Scrum Master
Runs the board, chases blockers across surfaces, and writes the release notes nobody else wants to.
How the work moves
Monday
The Software Director reads last week's incidents and the open backlog, then proposes the release scope. A person approves it or cuts it.
Midweek
Each Product Owner works its own surface on the shared computer, opening reviews against the same repository. The Scrum Master flags where two surfaces are about to collide.
Cut day
Infrastructure proposes the migration and the rollback. Because it touches production, it stops at an approval and waits, with the exact operation on the card.
After
The Scrum Master writes the notes from what actually merged, not from what was planned.
What stays with you
You set the scope and you hold the go/no-go. Everything consequential — the migration, the store submission, the production change — stops at you with the concrete operation spelled out.
More examples