To push past these limits, Operation StormBreaker separated work into “batch sizes of one,” validating each security control step by step instead of waiting until the end. This new process, while very effective, was a culture shock for teams accustomed to linear, project-based work.
“We had to help teams understand the difference between being a waterfall project organization and a product-based team culture,” says Raley. “Now, we deliver in two-week sprints, focus on minimum viable products, and treat every system as a living, breathing product that evolves.”
Equally important was building trust across departments. Operation StormBreaker brought together compliance officers, cybersecurity leaders, and acquisition staff. With persistence and transparency, Raley and team helped turn skeptics into collaborators.
