That your company has an in-house software dev team is impressive. Does the revenue-generating business have access to that team?

Not OP, but in a similar situation. We have in-house dev for both tooling/infrastructure as well as revenue generation. For better or worse, leaders have neglected the software tooling and infrastructure that we use to build and deliver our revenue generating software for decades. Some serious cracks in the foundation showing and we might finally start fixing things.

I feel this in my bones. Even before the recent round of restructuring we’ve had a significant about of turnover. Our infrastructure is a massive rube golberg machine with multiple houses of cards built on top of it. Institutional knowledge was never written down and it has been leaving the company at an accelerating rate over the past 5 years. Tons of “new blood” making lots of assumptions on how things work is resulting in… humorous end results.

I am a product manager that loves coming up with detailed specs. How else will I actually get what I want? If you care about some specific behavior/outcome you must specify it. This logic is lost on my leadership.