Most platforms do not fail. They stay empty. The landing zone is running, the pipeline template exists, and teams still deploy the way they did three years ago, because the old way is the one they know.
We work inside your teams until the platform is the path of least resistance, and we keep what runs on it fast and boring once it is there.
TRUSTED BY TEAMS AT:
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Platform engineering builds the foundation. DevOps and SRE decide whether anyone benefits from it. Two disciplines, and we offer both, because one without the other leaves you with either a platform nobody uses or teams optimising on ground that cannot carry them.
This page is about everything that happens on top of the foundation. If the foundation is what you are missing, we build it as Platform Engineering, or you take KumoOps and skip building one altogether. We work in your teams, on your services, with your people watching, because enablement that happens in a ticket queue is not enablement.
A team adopts a platform when deploying on it is faster than the alternative. We build a template per framework you actually run, with the pipeline, the Helm chart, the base image, the policies and the dashboards already wired in. A new service goes from repository to production on day one instead of week six. Target coverage is the handful of service types that account for most of what you build.
AI has made writing code faster. It has not made your build, test and release path faster, which is where the extra throughput now queues up. We modernise pipelines, containerise applications that were never designed for it, and fix the packaging underneath: base images with a maintenance owner, SBOM per build, signed artefacts, promotion between stages that does not rebuild the image. Faster delivery and a supply chain an auditor can follow are the same piece of work.
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Most SLOs fail because they measure the load balancer instead of the user, or p50 instead of p99. We define objectives from real user journeys, instrument the services to match with OpenTelemetry, and cut alerting down to what someone should actually be woken up for. When something does break, the goal is the same every time: find the cause in minutes, not in a war room with fourteen people on a call.
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The four delivery metrics, a toil inventory, and one value stream mapped end to end from commit to production. Usually the slowest part is not where anyone expects it.
The service type you create most often, complete: pipeline, packaging, policies, observability, rollback. One real team, one real service, in production.
The next teams migrate with us alongside them, not from a handbook. Every migration makes the template better and the next one shorter.
SLOs, error budgets, on-call rotation and blameless postmortems that actually change something. Then your team runs it, or KumoOps does.
Carrier-grade delivery where a failed rollout is visible to millions within minutes.
Change control and separation of duties inside the pipeline, not as a manual approval in front of it.
Peak-season reliability with SLOs tied to order flow rather than to server uptime.
Regulated release paths with full traceability from commit to deployed version.
Working with the team is genuinely enjoyable from a customer’s perspective. Requirements are thoughtfully challenged to ensure the highest quality of the software products. The teams are masters of their craft, ensuring the seamless operation of the containerized cloud application.
Lars DonatNothing here is exotic, and that is the point. Your teams have to run this after we leave, and hiring for it should be easy. We use the tools with the largest ecosystems and the best documentation, and we spend our effort on wiring them together well rather than on picking something clever.
Two weeks, one value stream, your four delivery metrics and the list of what is in the way. No obligation.
