Case Study
Woffu is one of Spain's leading workforce management platforms — HR, time tracking, shifts and attendance — built over a decade by a deeply loyal team and now part of the Visma group.
When Elevate came in, Woffu wasn't in crisis. The people were talented. The product was real. But the organisation had grown in a way where the delivery system hadn't scaled alongside the ambition. Visma's expectations were clear: more impact with the same team.
If a company with 10 years of history, a loyal team and an acquiring group behind it still had this much room to improve — so does yours.
These weren't failures — they were the natural patterns that emerge when a strong product team scales fast without an operating system to match. This is what we mapped at the start of the programme.
Product decisions were guided by client requests and team intuition — solid inputs, but without usage metrics to rank them. The ICE backlog had grown to ~1,500 entries: a sign of healthy demand, but one that made it hard to know what to do first.
With no WIP limits and constant demand, work naturally spread across many fronts. PBIs stretched across sprints. Knowledge sat with the people who built things — when they were out, work paused. The system made it hard to say no, and even harder to finish.
The PM and PO roles existed and were filled by capable people — but shared definitions and operating metrics were still forming. Without a common language, aligning on strategy and distributing ownership was harder than it needed to be.
After 5 months. Same people. No new hires. No reorganisation. Just a different system.
Cycle Time P50 · Presencia-Ausencia Squad
ESTT · Week 1 vs Week 22 · All Squads
Cycle Time P50 · Connectivity Squad
Not a 400-page framework. A small set of practices that can be taught in one go — and that teams keep when we leave.
A single prioritiser. A clean board. No zombie tickets. The backlog becomes a contract, not a wish list — prioritised top to bottom, reflecting real capacity and conviction.
Explicit WIP limits (team members − 1). Pull mode: developers take the next prioritised item without anyone pushing or assigning. Fewer things open means more things actually finished.
A fixed cadence installed across all 5 squads: Review · Retro with 5 Whys · Refinement · Planning. Each ceremony has a clear purpose. The ritual replaced chaos with rhythm.
Fibonacci-based estimation relative to complexity, not time. Different estimation rules for different task types (Growth vs. Fail vs. Support vs. Risk). Teams moved from planning by intuition to planning by commitment.
A task without acceptance criteria doesn't enter the sprint. A task without a Definition of Ready is a rework bomb. Clear standards defined and shared across all squads — and enforced.
Cycle Time, Throughput, WIP, Planned vs. Done and task type distribution — tracked weekly per squad. The dashboard stopped being a management report and became the team's operational mirror.
We had a major problem: we couldn't visualize or communicate all the work being done. You were absolutely key because you brought order and made the impact visible.
The three most impactful areas: greater organisation, reduced stress through more realistic goals, and having a history of metrics.
The programme gave me the tools and the voice to improve focus — which was talked about before but nobody knew how to implement. For me that was a revelation.
What I love most is being able to reliably answer when a task will be ready. That simply didn't exist before.
WIP helps us — like in football, stop the ball, plant your foot and ask: where am I, what's happening?
The metrics helped us a lot to know what was wrong. Having that visibility of what wasn't working was very valuable.
I came in with a lot of pressure and workload. With this I've freed up quite a bit — I'm much calmer in my day to day.
Now there's at least one other person just as immersed as the original. Knowledge is shared.
Before, massive PBIs lasted months. Now every PBI that opens closes within the sprint — without exception.
Today we have data to know what to work on. Before, conversations about speed were pure gut feeling.
The team now operates in a more integrated way and individualism has taken a back seat. What we all do belongs to the team.
A company with 10 years of history, a loyal team and an acquiring group behind it still had a delivery system with more to give. One programme unlocked it. One call is enough to find out what that looks like for yours.
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