One of my biggest accomplishments was shipping a suite of 5 apps from four divisions where three of them resented each other’s existence and seemed bound and determined to build rules in the system that made sure the other two couldn’t function. Which made no goddamn sense because it was a pipeline and you can’t get anything out one end if it gets jammed in the middle.

I was brought in to finish building the interchange format. The previous guy was not up to snuff. The architect I worked for was (with love) a sarcastic bastard who eventually abdicated about 2 rings of the circus to me. He basically took some of the high level meetings and tapped in when one of us thought I might strangle someone.

Their initial impression was that I was a prize to be fought over like a child in a divorce. But the guy who gives you your data has you by the balls, if he is smart enough to realize it, so it went my way nine times out of ten. It was a lot of work threading that needle, (I’ve never changed the semantics of a library so hard without changing the syntax), but it worked out for everyone. By the time we were done the way things worked vs the way they each wanted it to work was on the order of twenty lines of code on their end, which I essentially spoonfed them so they didn’t have a lot of standing to complain. And our three teams always delivered within 15% of estimates, which was about half of anyone else’s error bar so we lowly accreted responsibilities.

I ended up as principal on that project (during a hiring/promotional freeze on that title. I felt bad for leaving within a year because someone pulled strings for that, but I stayed until I was sure the house wouldn’t burn down after I left, and I didn’t have to do that). I must have said, “compromise means nobody gets their way.” About twenty times in or between meetings.