400 years of innovation accelerated: How Lloyds scaled to 1,000+ users with Enterprise FeatureOps
In a recent webinar, Daniel Woollery, Head of Digital Services at Lloyds Banking Group, shared how one of the UK’s largest financial institutions transformed from slow, monolithic releases to federated, independent deployments, enabling 1,000+ users across 20 platforms to deliver features faster and safer to 23 million active customers.
This blog post is an adapted transcript of that webinar conversation, where Daniel discusses the journey from quarterly releases to continuous delivery, the cultural shift from restrictive processes to developer empowerment, and how FeatureOps became a strategic capability for the 400-year-old banking institution.
Introductions
Nick: Hi folks, thanks for joining us today for this webinar. FeatureOps is a strategy governing hypergrowth at Lloyds. My name is Nick Stannard, and I lead our customer organization at Unleash. On behalf of everyone at Unleash, we’re excited to have you here today.
We’re very lucky to be joined by Daniel Woollery, who is head of digital services at Lloyds. Lloyd’s Banking Group is one of the UK’s largest and most established financial institutions, with hundreds of years of history.
As you can imagine, they’re undergoing a digital transformation at scale, and that’s what we’re going to talk about today. In particular, Daniel will discuss how FeatureOps has evolved from a set of technical practices based on feature flags into a strategic capability for governing growth in complex, regulated environments.
A couple of logistical things before we get started: Yes, this webinar will be recorded, and everyone who has registered will get a copy. You can ask questions in the chat. We’ll try to get to all the questions, but if we don’t, we will follow up. So, please ask away. With that being said, I’d like to turn it over to Daniel.
Meet Daniel Woollery
Daniel: That is brilliant. Thank you so much for that introduction and for having me. It’s really great to be here today, and I’m looking forward to taking you on the journey of how FeatureOps has impacted Lloyds and how we’re using it in partnership with Unleash.
I thought the best way to get started would be to give people a little bit of an intro about who I am, what I do, and my position in Lloyds, and the kind of things that we are looking for in Lloyd’s Banking Group. My name is Daniel Woollery. Daniel or Dan is fine, but never Danny. I am the head of digital services at Lloyd’s Banking Group.
On a day-to-day basis, I’m responsible for our lab, which is called Digital Services, and that’s got around 200 people across the UK and India. We look after the infrastructure that other areas across the bank deploy their code to in order to deliver changes to our customers. That codebase that people deliver their code to in order to deliver functionality to our customers, we often refer to as the monolithic codebase.
We’re currently on a journey to modernize our digital estate, migrating onto cloud so that our product owners and journey owners can look after their own journeys end to end, rather than being dependent on releases of this monolithic codebase. This monolithic codebase has a lot of limitations: we can only deliver maybe every three weeks, every four weeks, rather than offering the optimum flexibility that they would like. That leads on to how we’re now using FeatureOps today and why we ended up partnering with Unleash. But before we get into that, let me give you a little bit about my background and how I ended up where I am today.
Daniel’s background and career path
I started off at university many years ago doing a degree in philosophy and theology. Nothing to do with technology, I hear you say. My original plan was actually to do a conversion course to law, so I started doing a corporate law internship at a company called Clifford Chance, who I’m sure many of you have heard of.
I had a really good time working there but decided that corporate law didn’t really float my boat. So then I moved into Merrill Lynch, doing investment banking. Even through those different companies, there’s a lot of experience I gained, but the main place that I settled in was IBM. When I was working at IBM, that was where I began my technology journey and brought in some of the experience I had in financial institutions.
At IBM, everybody learned C++, Java, SQL. I’m not sure if some people on the call have also worked at IBM or had some experience there. Fantastic company and it was great for me to start my career as well.
One of the first projects I worked on was with the DVLA (Driver and Vehicle Licensing Agency) in the UK, for those of you who are not from here. I started doing testing, then moved into Santander, another bank in the UK, doing business analysis, before I moved into Nationwide as a project manager, and then into Lloyds. That experience, over about 10–15 years, built up my technological experience and my experience in the finance industry, and helped shape and get me into the role that I’m in today.
Joining Lloyd’s Banking Group
When I moved into Lloyd’s Banking Group, which was over a decade ago, I had always worked in digital. Back then, digital was quite a small department. It was just seen as something small, maybe a bit of a website, just desktop. Today, digital is across everything—retail, commercial, investment, wealth banking, it’s in everything. It was my team that launched our first mobile banking app, which was a huge milestone for us. Rather than just looking after the website, I then progressed into project management, moved into implementation, and actually shaped what is called the monolithic codebase today. Back then, it was massive to be able to release once every quarter.
That was a huge milestone. Moving that to once every month was seen back then as agile, but it’s very different to where we are today, where we want to deliver when ready. That’s where FeatureOps comes in to play a massive part. I continued within that digital role, moved into more strategic roles in the last few years, and that’s landed me in the head of digital services role today, where I get to combine my strategic and technical experience to make the right decisions for what we do within digital services.
Lloyds Banking Group: history and scale
Now, within Lloyd’s Banking Group, Lloyd isn’t just one brand. There are multiple brands. For those of you who may not be familiar, I’ll give you a view of that so you can see the scope of what we’re working with. When we’re talking about the future and FeatureOps as well, we can begin to see how many customers that actually impacts on a day-to-day basis as we deliver our functionality as part of the work that we do. When I think about the history of Lloyd’s Banking Group, as Nick alluded to, it spans hundreds of years across the UK.
Lloyd’s Banking Group started in 1695, which is over 400 years ago, and it’s had an incredible impact on the UK over that time. The key thing I want to mention today is that Lloyd’s Banking Group consists of three main retail brands: Lloyds, Bank of Scotland, and Halifax. They are well-known brands across the UK, and I’ve also mentioned Scottish Widows, which provides pensions, life insurance, and investment products.
These are our main brands. Overall, there are 16 unique ones, but these are the main ones we work with and the main customers, and how we are actually utilizing a lot of the FeatureOps piece as well, which we’ll go into more detail on as we progress through this call. If I just take you quickly through a little bit of the history of Lloyds, the main reason I wanted to go through this is that historically there are a lot of firsts within Lloyd’s Banking Group.
A legacy of innovation and firsts
For example, Bank of Scotland was the first bank in Scotland in 1595. Lloyds Banking Group was also the first bank in Birmingham in 1765, and Scottish Widows continues to be the oldest life assurance company, originating in 1815. So Lloyd’s Banking Group has a lot of firsts. It’s been the first to do many things and continues to do so. As we fast forward to 1995, Lloyds Bank merged with TSB and then became bigger in terms of having Lloyd’s Banking Group.
Then in 2001, it merged with Halifax and Bank of Scotland. The group continued to expand over the next few years. Today, when we talk about Lloyds Banking Group, that’s why it has all those brands. The key thing to mention is that in 2013, TSB separated from Lloyd’s Banking Group, which is why I didn’t mention it in those brands that we have today.
Lloyds continued to be the first for many things. It was the first to issue paper money with set values, the first bank to install a computer, and the first to launch a cash point. When I talk about these firsts, I’m talking generally first within the UK rather than globally. But that’s still really important for the UK in terms of the precedent it set and the innovation it’s been leading for over the past 400 years.
Even more recently, in the year 2000, Bank of Scotland was the first UK bank to pilot mobile banking on WAP mobile phones. For those of you who remember WAP, and in 2014, Lloyds Bank was the first UK bank to pilot fingerprint identity access for its banking apps on Apple phones. Those are really significant milestones and show how important being leaders in innovation is for Lloyds, and we like that to be front and center of what we’ve done as an organization and continue for that to be the case. When I think about where Lloyds is today, here are some key stats around who we are, what we’ve achieved, and some of the things we’re focusing on.
Scale and market leadership today
Even though there are those three main banking brands and Scottish Widows as well, we have 16 unique brands and we serve over 23 million digitally active customers, which is huge—especially when you think about how big the UK is, with only 67 million people. 23 million being digitally active is absolutely huge.
In 2025, we hit our record of having 6.5 billion loans from 31.9 million customers registered for internet banking. So this isn’t just about being big and having really big numbers—this is market-leading stuff. I think these numbers show the trust and resilience that customers put in us every single day.
Not only do customers trust us, but we invest in our customers within the UK. As part of our commitment to making Britain prosper, we’ve invested 20 billion pounds to support social housing since 2018 and over 800 million donated to charitable foundations in the past 40 years.
When we think about the investment we put into the UK and how much our customers trust us, that’s really important because we want to make sure we do the right thing for our customers, especially when it comes to the functionality that we deliver to them that they use every single day.
Technology transformation and FeatureOps impact
Regarding technology, 50% of our applications across the estate have now transitioned to cloud, and 90% of our current applications are through the mobile app as opposed to desktop. A 35% improvement in our release times is through agile, and that 35% number I’ll bring up later because FeatureOps and the work we’ve been doing with Unleash have contributed to that 35% as well, and we’ll continue to contribute as we continue to grow throughout this year and next year, and our strategy for the next few years.
When I think about our colleagues as well, we invest in them and make sure we’ve got a lot of colleagues that understand technology and data. With that, we’ve had over 8,000 tech and data hires since 2021. So the organization is really invested in technology and ensuring that we can deliver at pace. We can deliver faster and quicker, but safely for customers at the moment. So: scale, resilience, innovation, and impact.
That’s what makes us the UK leader in digital banking, and it’s with these values that we chose to partner with Unleash for FeatureOps.
The Unleash partnership
Today, we are in peak partnership with our lovely hosts Unleash for FeatureOps, and we started this partnership around three years ago. We chose to work with them because of the excellent FeatureOps capabilities that they provide.
So let’s have a look at why we went for Unleash and why we chose to partner with them. In 2023, we had a bit of a challenge. We were beginning the transition of moving our applications to cloud and needed to replace our existing feature switch control system. We wanted to replace it with something more agile, with easy integration and simplicity, that would help us on our cloud journey.
After a lot of deliberation and research, we chose Unleash because they were straightforward and efficient, with excellent security and compliance controls. The way their compliance controls have been built means approval workflows are a lot faster than what we had in place.
Speed without compromising governance
So it allowed us to ensure we have the right compliance and governance and still deliver at pace without cutting any corners. The reason I want to highlight that is I think often it’s important to be efficient and reflect on whether we have the right governance. But what Unleash offered made sure we could do those things faster. We didn’t have to cut out governance.
We didn’t have to cut corners. But it allowed us to do things faster while keeping those workflows and that governance in place, which meant we still had those same controls in place and were able to make sure that we still had the safety and security we wanted to deliver to our customers.
So it was very easy for us to work with Unleash and broker a relationship, especially given that they had a very intuitive and innovative UI design for the feature management tool. In addition to their feature management tool, there are multiple capability offerings that provide a more enhanced and rich experience for feature management.
It’s also very easy to implement change and roll back features. The capabilities that Unleash offered us were more than what we had. Even to this day, we’re not using all of those capabilities yet, mainly because we haven’t experimented with them.
Unlocking advanced capabilities and experimentation
There are so many capabilities there, and a lot of those are on the roadmap for our product owners to begin to use, to think about how they control their change and roll it back in different ways. It’s rich in capability, and we’re very excited to experiment with more of those capabilities later this year. But our main focus as a bank has been utilizing the feature management tools for enabling and rolling back features.
That has been absolutely fantastic during 2025 and has allowed us again to do things quicker and safer when we’ve needed to implement change, but also when we’ve needed to roll back as well. From the feedback we’ve had, one of the additional capabilities that our consumers are quite excited about is A/B testing—the ability to present different things to customers to test different things.
One of the things they want to think about is: can we present different things to customers based on their age or demographic? There are lots of things that we can try doing because of the capabilities that FeatureOps has provided to us by Unleash, which is very exciting, especially for many of our consumers.
Why Unleash
When I think about why Unleash, as we said there, it’s very much about being simple, fast, efficient. They have excellent security controls, very innovative design, and really and truly it’s quick and easy to do the things that we need to do. That was what was core for what our consumers want, and that’s really core for us to be able to deliver when ready to our customers.
We’ve been working together for more than three years.
I’ll be honest, in the beginning, I thought working with Unleash was just going to be about feature flags. You know, I can turn some switches on and off because that’s what our previous capability was. But actually, I must admit, I’ve been humbled. I was very wrong.
From monolith to federation: enabling journey autonomy
Not only has their switch control system been better and the additional capabilities I’ve mentioned, but at Lloyds, we’ve been able to decentralize our processes quicker, driving federation to enable journey-owning labs to have end-to-end autonomy and ownership of their journeys and deliver faster to customers.
That is really important because before, we were limited by that monolithic codebase. They had to wait for the monolith to deliver every three weeks. Even if they had something ready, they had to get that slot and wait for it. When that went live, if there was one thing wrong, all of the functionality would have to be rolled back.
Whereas part of that federation means that the product owner of that journey can deliver their change to customers when it’s ready. If there’s a journey elsewhere that has an issue or a defect, it doesn’t impact the other journey being rolled back or having to change what they’ve done.
That’s been really beneficial for our product owners, engineering leads, software engineers, DevOps, and for our teams—just being able to deliver quicker and make sure that they’re not impacted by other areas when there are issues or challenges.
FeatureOps benefits
With this modernization of the digital estate, FeatureOps has really allowed teams to also do their testing independently. Alongside being able to deliver independently, they can test independently, try different things within their testing. There are so many things that the multiple workflows allow us to do, especially now that they’re decentralized.
I think that’s a really key thing that FeatureOps has given us, alongside the control of switches and feature flags and things like that. Since that partnership in the past three years, we’ve had excellent feedback from our developers, engineers, and consumers. As a result, we now have over 1,000 users utilizing our FeatureOps offering across 20 platforms across the organization, which is huge.
Now, new journeys are being created on FeatureOps because people are very excited about what it has to offer. They love the fact that when they create those new journeys, they’re not limited by what was there before. They can innovate and deliver at pace and fail fast where necessary to make sure that they’re coming up with the right thing for our customers.
FeatureOps hasn’t just provided us with feature flags and controlling switches, but it’s also enabled new cultural practices which have enabled our teams to work more collaboratively, be more experimental, and not be afraid to try new things to deliver the right things for our customers.
I think that’s been the main feedback that we’ve had around FeatureOps, which has been a surprise for us given that we thought the main thing we were getting was a feature flag management tool.
FeatureOps outcomes
The partnership has been fantastic, enabling product owners to own their journeys and deploy things to cloud—be it GCP or Azure—or they’re not limited to things that the monolith would have limited them to before, and they no longer have to rely on a central team. Previously, there was a central team that had to deliver things because they had access to that monolithic codebase and there was a centralized process. Now, they can deliver independently for their own customers and control their features separate from the other features, whether they want to roll them out in one go or do a phased rollout.
It’s about what they see fit, and they have that control and the governance and the right things in place to deliver things for their own journeys rather than being dependent on those centralized tools. I think that’s fantastic because for us, that’s well over 600 journeys across the three main brands that are able to receive those benefits and really see how we can improve those changes and functionalities and things that we offer the customers.
That has brought about great feedback for our internal users and in turn allowed them to deliver change at pace and safely to our customers. So going forward, we plan to continue to work with Unleash. We’re having a great time on this journey and in this partnership with Unleash.
FeatureOps as a strategic capability
FeatureOps has been transformational as it’s become a strategic capability for us as an organization. The benefits have been both for internal consumers and for our external customers as well.
In 2025, FeatureOps has enabled us to have a more simplified operational model for delivery, for federating the ownership of the features to the journey owners in the rightful labs, and allowing them to remove that dependency on the monolithic codebase. This in turn has allowed features to be delivered faster independently and allowed customers to receive much quicker functionality, which is a lot of feedback.
A lot of our customers felt like they weren’t getting the functionality as quickly as some of our competitors, and now that’s changed because of FeatureOps. I think the journey owners have also been very happy with how things have been going.
The future of FeatureOps at Lloyds
We’re going to continue to do that into 2026. But when we think about what we’re doing this year, we want to experiment more with those capabilities that we haven’t used yet.
I think I mentioned that at the beginning of this call. Some of those things, such as A/B testing and other features, can allow us to have a richer offering for our customers.
We’ll continue to migrate more applications to cloud supported by FeatureOps and retire some of the legacy systems we were using before. One of the key things is that with this FeatureOps management we have now, it allows us to set the foundation for what we want to do with Gen AI in the future.
It allows us quite a big program to experiment, try different things, and shape things as we work out what those look like for us in 2026. So in conclusion, FeatureOps has proven to be very beneficial for us, and we plan to continue to use it and see continued improvement, especially with our release times through agile and our migration of further applications onto cloud. I think that’s why we’re seeing that improvement with those numbers there.
That’s why we’ve been able to see things a lot quicker, and that’s why we see the benefit not only for our internal consumers but also for our external ones as well. So, conscious I’ve been talking to you for about 20 minutes or so, I’ll stop there and see if there are any questions or anything that anybody has.
Q&A: The tipping point for feature flagging
Nick:Awesome. Thank you for sharing the story. It was amazing to hear, and I think on behalf of all of us at Unleash, we enjoy the partnership with you as well and couldn’t be more excited about the future with the team at Lloyds.
First question: Lloyds originally managed feature flagging through an internal homegrown solution, as you alluded to earlier. What was the specific tipping point where you realized you wanted to have a more bespoke tool, or that a bespoke tool could no longer keep pace with the digital transformation? And what made Unleash the right strategic partner in that transition?
Daniel: I think the specific tipping point was when we realized that with the monolithic codebase and the release system we had in place, we couldn’t go faster. We had started off doing change every six months, then once a quarter, then once a month, and we pushed it to the limit to three weeks. But because of the way the monitoring works, we couldn’t go any faster, and it was very clear that in today’s age, our competitors were going faster, many people were going faster than three weeks.
We were like, if we want to continue to be a leader, we have to change something. So what is it that we can change? That was the tipping point, the thing that made us think – “right, we need to start working with somebody else who would be a great partner”. I think through the research of some of the things that Unleash offered, that’s what led us to working with Unleash, because we reached that tipping point and thought we need something quite quickly that can turn this around for us.
Q&A: Governance and innovation
Nick: Thank you for sharing that too. And I know from an Unleash perspective, we’re always trying to help all of our partners release with speed and make sure that you have control over those releases. So, thank you so much for sharing your perspective there around the tipping point.
Another question, very relevant for the work that you and the Lloyds team are doing: In a highly regulated industry like banking, governance is often viewed as a brake on speed. How has elevating FeatureOps to a strategic capability changed that? Are you seeing your governance model act more as an enabler for innovation rather than a hurdle? Would love to hear your perspective there.
Daniel: When we started thinking about using FeatureOps, we were worried that it would involve cutting some corners, stripping out some of the governance, or that we would overlook some of the governance that we needed to make sure we had the right control and safety for our customers.
But what’s been really good about FeatureOps and making it a strategic capability is that it doesn’t strip out the governance. It still allows you to keep that governance but work quicker. The workflows and processes we have, there have been some places where we’ve had to ask – “is that really the right thing, can we be more efficient there?”
But the ones we wanted to keep in place, FeatureOps didn’t force us to remove them, but made them quicker. It removed those delays, reduced some of those time frames, and still allowed us to keep that governance and those controls there, but allowed us to do it quicker. So it’s something that we’re actually no longer worried about. It’s been very good having that in place now as well.
Q&A: Prioritizing FeatureOps
Nick: Kind of in keeping with that theme, Daniel, we know there is never a shortage of good projects to work on at Lloyds. I thought you did a great job sharing some of the awesome projects that you and the team were working on and have worked on.
When you think about your work at Lloyds overall, why was FeatureOps prioritized? You’ve talked a lot about how you’ve been able to continue the velocity you need to release code at the speed you want to. What would be a delay for an organization of your size? What’s something to potentially look out for?
Daniel: The reason that we prioritized FeatureOps was because it impacted so many different things across the organization. What I mean by that is that monolithic codebase we had—it impacted retail, it impacted commercial.
It meant that everything we were doing across the organization from a digital perspective was limited by this bottleneck. So we thought, how can we alleviate that? That’s why we were able to prioritize FeatureOps.
Once FeatureOps was in place, people were able to see – wow, this can move very quickly. Conversely, if we didn’t do that, there would be many things that we would deliver that would be delayed to market, because we couldn’t deliver those things quickly enough because of that bottleneck.
That’s why we prioritized it—because it impacted so many different facets across the organization, especially as they began to adopt digital over the more recent years.
Q&A: GenAI and experimentation
Nick: I love your perspective there around prioritizing FeatureOps. Shifting into the next question, Daniel. Here’s a shocker, we have a Gen AI question. I’m sure you didn’t see that one coming. No one’s talking about it at all right now.
With the industry’s focus on Gen AI, we’d love to hear how Lloyds is using FeatureOps as a safety lever to experiment with AI-driven development while maintaining the strict compliance and risk standards required in financial services.
Daniel: Good question, and I knew that AI would come up. I think with FeatureOps in relation to GenAI, FeatureOps works as a foundation for us.
It’s like the foundation to do the building blocks, and I think as an organization we’re still on the journey as to what we’re doing with GenAI. But what FeatureOps allows for us is that playground where we can actually experiment and do different things in a safe way in our testing environments. Because of those additional capabilities that FeatureOps has allowed us, and the way it’s impacted the culture, a lot of our engineers are able to experiment more.
It means that foundation allows us to experiment more and shape more of what we can do with GenAI before we decide what we’re actually going to release and use in one of our products for external customers.
The answer for me is that FeatureOps acts as a very good foundation for us to experiment and try different things before we decide how we’re going to go forward with GenAI.
Q&A: Developer experience and culture
Nick: Love to hear how you are working and focusing on experimentation to deliver the best experience for your customers. Certainly excited to see where you continue from a GenAI perspective.
Another good question: you described this transformation as a story of cultural change as much as a technology change. How has the developer experience at Lloyds changed now that FeatureOps has moved from just an isolated team usage into a broader experience?
Daniel: That’s a great question. Going back to the monolithic codebase that was controlled by a central team, right? We had a central team and a central process, which meant only those central teams had access to it.
Our developers and engineers didn’t have access to it. And because it only happened every 3–4 weeks, you had to get everything right. Otherwise, you’d have to wait another three weeks. So the culture was very much “we have to get this right.” It was very restrictive.
There wasn’t room for experimentation, because if you didn’t hit this one, you had to go for the next one. Bringing in FeatureOps not only allowed us to hand over that control to the engineers and developers, obviously in a safe and right way, but they then were in control of deploying things into production. They could experiment more and test, because it wasn’t “if you miss this, you’ll then have to wait another three weeks” or whatever.
A culture of experimentation and innovation
We can now experiment. Do we want all of our customers to have this functionality? Do we want to do something different for our older customers versus our younger customers, for different demographics? Because they have that, culturally, when they’re designing things, they can say – actually, we can experiment with this a little bit more, because when we put it into FeatureOps, we can try out different things before we decide whether we’re going to do certain things, whether we’re going to do a proof of concept, and all of that good stuff.
Whereas previously, not saying that it was impossible for us to do proof of concepts, we could do them, but it would be a much longer time. You would have to do it months in advance and plan how you were going to do it for six months, with all of those different monthly vehicles that would be available for releases. Now that’s a lot shorter because of what we’re doing with FeatureOps, and in turn, it changes the cultural ways of thinking for our developers, engineers, and product owners, which is a benefit for everybody, really.
Q&A: Continuous delivery and compliance
Nick: Very cool. As someone who’s been fortunate to partner with you over the last three years, I certainly know how passionate you are about creating a developer experience. It’s been awesome to see how you’ve worked really hard to provide that experience and allow all of your devs to get experimentation opportunities to build the best products possible.
Did you employ a continuous delivery setup on your transformation journey? Was this before or after you decided on using Unleash feature flags? Maybe you could tell a little bit more about this in the context of compliance and how feature flags and a potential CI/CD pipeline bring you benefits in a highly regulated industry.
Daniel: The answer to that is yes and no, and it’s not a copout. The reason is because we have different types of changes, because it’s such a big organization. We employed a continuous delivery setup for some of the changes we did, especially some of the more microservice changes, the smaller changes.
There was a lot more continuous delivery with that. But some of the more monolithic backend infrastructure changes that we had did not have that. Some of that has been refined and changed and transformed by what we’ve done with FeatureOps.
Yes, some things we had already employed that for, but there are other areas where we struggled, where FeatureOps has helped us do that and bring them up to level with the bits that we have done. I think that makes sense with the monolithic codebase and how you’re trying to design the entire program as a whole.
Q&A: Monolith strategy
Nick: I’m smiling because I knew we’d get a GenAI question and I felt like we’d get a CI/CD question as well. So appreciate you sharing your thoughts there.
One question from the audience: do you plan on deploying the monolith more often going forward? What are your plans on breaking up the monolith?
Daniel: Now, I can’t give away all of our trade secrets, right? Some of these things you’ll have to wait and see what we do with you in the future. That would be telling. But we are planning to continue to use both. We haven’t got rid of everything altogether.
We’re moving on to a kind of cloud journey and transforming our estate. The monolith hasn’t completely gone away. Will it completely go away? Not sure. Wait and see.
As it currently stands, even as we’re on this journey of moving to the cloud, there are still some things that we are using on the monolith at the moment. We’ll have to see what pops up for the rest of the year to see where that goes. But can’t give away all the secrets, right?
Q&A: Proving delivery compliance
Nick: And following up on that first question, how do you use Unleash to prove your delivery compliance?
Daniel: We do slightly different things depending on the area, because we have compliance for everything, but different things have different sensitivity and go to different consumers. What I can say is that FeatureOps and Unleash allow us to do more testing and more checks around our compliance before we go live.
Whether it’s using experimentation to see different ways that the code comes through to different environments, or involving people from different areas within the bank to look at those things and get sign-off, we have more flexibility.
Whereas before, everything was shared. So you had lots of people making changes in the same thing. Now the product owners and the journeys are able to utilize this for themselves and say, “Right, our compliance level needs to be this for one journey, and this for another,” and we can bring those journeys and do that separately.
So FeatureOps allows us to use that experimentation and make sure we’re doing the right thing for those areas, and those areas have more autonomy to control that because of the feature set in place. I hope that answers the question to the extent that I can answer it.
Closing remarks
Nick: Absolutely, Daniel. I think with that being said, that was all the questions from the group. A highly attentive, highly engaged group.
Thank you everyone so much for all the questions and thoughts here as part of the session. And as we wrap up, Daniel, I just want to take a moment to say thank you. We’ve enjoyed partnering with you and Lloyds and being a part of an organization with so much history and so much tradition.
It’s been such a pleasure to work with you closely on so many different aspects of your Unleash experience. Definitely looking forward to the future, and I appreciate you taking some time to connect with us today to talk a little bit about your experience.
Daniel: Fantastic. Thank you so much, Nick, and thank you for inviting me. It’s been great to be here. You know me, I love working with you all. It’s been a fantastic journey, and I’m looking forward to what we do in the future.
Thank you to everybody who attended today. You now know who I am. Feel free to reach out on LinkedIn, and watch this space to see what Lloyds and Unleash do together.
Nick: Thank you everyone for joining. Wishing you all the best in the new year. If you have any questions about Unleash, feel free to reach out to me on LinkedIn. I’m happy to address any thoughts you have. Appreciate your time, everyone. Take care.
