<ul><li>In the early years of my career, I worked extensively with big releases and rigid roadmaps.</li><li>We’d plan everything upfront, code for months (or a year!), and then fling a single, massive software package out to customers, when we felt “ready” to ship.</li><li>Once you lock those requirements, everything else becomes inflexible.</li><li>Waterfall-based planning largely ignores the reality that requirements can — and do — change as soon as your product meets real users.</li><li>Years into my career, my “lightbulb moment” came.</li><li>I realized we were chasing a moving target with an outdated plan.</li><li>The biggest takeaway for me was that SaaS is about value over version numbers.</li><li>But I’ve discovered a recurring pattern: behind the agile label, they’re often still effectively waterfall.</li><li>I’ve navigated these pitfalls repeatedly — both as an in-house leader (e.g., CTO or VP Engineering) and as a strategic consultant.</li><li>Viewing software as a living, evolving service dramatically accelerates success.</li></ul>

From Traditional Software to a True Service: My Journey from Fixed Releases to Continuous Delivery

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