An airline group builds a digital platform team engineered for the day the fare sale goes live.

An airline group headquartered in Southeast Asia. Client name withheld under NDA.

Industry

Airlines and Aviation

Engagement

Combined specialists + team build

Team

Specialists + in-house engineers

Design phase

4 weeks

What was stuck

The challenge

Booking, ancillary and servicing features were queued behind a small in-house team that also carried production support for the passenger service system integration.
Peak fare-sale traffic had exposed capacity and release-process weaknesses that a generalist team could not close quickly.
Recruiting senior web, API and performance engineers locally had taken months per hire, with retention below target.

What we designed

Solution Architecture phase covering channel architecture, PSS integration boundaries, payment flows within PCI DSS scope and a peak-load engineering standard.
A roadmap sequencing performance remediation, release engineering and new retailing capabilities, with load-tested acceptance criteria per milestone.
A team structure with dedicated performance and release engineering slots, and a locked budget.

Who we deployed

Specialists embedded as a service; a client-owned engineering team on the client's own payroll, built, operated and scaled by Webist.

Specialists as a service: Project Manager, Solution Architect, DevOps Engineer with load and release engineering focus, DBA and QA Lead.
In-house web, API and mobile engineers recruited to the roadmap's capability slots, approved by the airline and managed by Webist.
Fare-sale readiness rehearsed as a scheduled exercise, with results reported through the weekly delivery report.

SpecialistsPM, SA, DevOps, DBA, QA
EngineersWeb, API and mobile engineers on the airline's payroll
Timeline4 weeks design · performance remediation first · fare-sale readiness rehearsed before each peak
GovernanceWebist Remote Management System; load-test results per milestone