Every product demo looks great on the surface. Sleek dashboards. Seamless integrations. Smooth customer experiences. 

But the surface isn’t what keeps your systems alive. The invisible layer of code underneath is what decides whether your business scales or stalls. 

In TIBCO BusinessWorks, that invisible layer is even more dangerous. Low-code promises speed. But speed without discipline is chaos, and chaos in mission-critical integrations doesn’t just break features. It breaks trust. 

Why Code Quality Is Your Only Real Moat 

Product features can be copied. UI design can be imitated. Even pricing strategies can be undercut. But code quality? That’s the one moat your competitors can’t replicate overnight. 

Ignore it, and you invite disaster. A global payments processor discovered this when one missed error in a BusinessWorks palette disrupted transactions across three continents for six hours. The fallout: millions in lost revenue and customer trust that never fully recovered. 

The Myth of Manual Reviews 

“We already do code reviews.”
That’s what most engineering leaders say until the outage happens. 

Manual reviews are slow, biased, and incomplete. A senior dev skims configs after a long sprint, misses an edge case, and rubber-stamps it. By the time feedback is shared, the code has already changed. The cost of fixing the bug multiplies tenfold. 

In BusinessWorks, relying on manual review is like hunting for a snake in a dark forest with a flashlight. You’ll miss the one that bites you. 

The Invisible Enemies Hiding in BusinessWorks 

Low-code hides landmines that traditional coding teams don’t see: 

• Hidden Logic Complexity: Nested workflows that turn simple changes into domino chains. 

• Tight Coupling via Shared Resources: A tweak in one global variable ripples across systems you forgot were connected. 

• Inconsistent Error Handling: One process fails silently while another crashes loudly. Neither predictable. 

• Redundant Activities: Old activities bloat pipelines and slow debugging. 

• Poor Naming Conventions: New devs waste weeks deciphering spaghetti-logic. 

A global logistics company ran headfirst into this wall. Years of organic growth created a codebase no one understood. When a partner demanded urgent API changes, no one dared touch it. Only after implementing automated checks and structured refactoring could they reduce lead times from weeks to days. 

Technical Debt: The Silent Tax on Innovation 

Technical debt isn’t old code. It’s a compounding tax on your future. Every shortcut, every skipped review, every “we’ll fix it later” accrues interest. 

• Teams avoid changes for fear of breakage. 

• Product launches drag. 

• Competitors ship faster. 

A financial services giant learned this the hard way. Engineers spent more time avoiding risks than writing features. After deploying CODI: 

• Over 300 hidden flaws were resolved in six months. 

• New hire onboarding time dropped by 70%. 

• Incident rates fell by half. 

Technical debt was crushing them. CODI became their interest-rate reducer. 

Enter CODI: The Low-Code Enforcer 

CODI isn’t just another “quality score” generator. It’s a scalpel for BusinessWorks. 

• Extraction & Deep Analysis: Every palette, process, and config is scanned. CODI spots inconsistent error handling, risky couplings, and structural weaknesses before they hit production. 

• Actionable Insights: Reports aren’t vague. They’re context-aware, telling you exactly what’s wrong, why it matters, and how to fix it. 

• Seamless Integration: Plug into Git or CI/CD pipelines. Every commit gets scanned automatically, making quality part of the daily workflow, not an afterthought. 

CODI doesn’t replace engineers. It amplifies them. Freeing senior talent to focus on architecture and mentoring while automation catches the low-hanging flaws. 

Case Studies That Prove the Point 

1. Telecom Operator: From Monthly Outages to Predictable Stability

For years, one of Asia’s largest telecom operators had accepted outages as “part of the job.” Every month, without fail, some unexpected break in their BusinessWorks ecosystem would bring down customer-facing services. Engineers were in constant firefighting mode. Leadership had even started budgeting for incident penalties because failure felt inevitable. 

The problem wasn’t that the team lacked skill. It was that their system had grown too complex to manually monitor. Shared resources caused ripple effects. Nested workflows hid bugs in plain sight. No amount of manual reviews could keep up. 

Once CODI was deployed, the change was dramatic. The tool scanned every process and configuration, highlighting hundreds of hidden flaws no human had caught. It exposed inconsistent error handling that had been silently crashing processes. It flagged tight couplings that caused failures to cascade across unrelated systems. 

Within six months: 

• Incident rates dropped by 50%. 

• Deployment anxiety turned into deployment confidence. 

• Engineering teams finally shifted their time from crisis management to innovation. 

Instead of preparing for outages, the telecom could plan new service rollouts with confidence, a cultural shift that restored both internal morale and customer trust. 

2. Financial Services Giant: Onboarding in Weeks, Not Months

In global financial services, time is literally money. But for one top-five player, technical debt had turned onboarding into a nightmare. 

Before CODI, new developers joining the integration team often spent three to four months just learning the quirks of the existing BusinessWorks environment. Naming conventions were inconsistent, error-handling rules differed from one workflow to the next, and tribal knowledge was the only real documentation. Senior engineers spent more time hand-holding than solving customer problems. 

The company adopted CODI to enforce automated quality gates at every stage of development. Instead of subjective, memory-driven reviews, every commit was scanned and flagged automatically for inconsistencies or risky patterns. 

The results were immediate: 

• New hires went from “confused observers” to productive contributors in a matter of weeks. 

• Senior engineers were freed from endless code walkthroughs and could focus on architecture and mentoring. 

• Code quality became objective, consistent, and scalable, no longer reliant on who happened to be available that week. 

In financial services, agility without risk is priceless. CODI allowed this firm to achieve both. 

3. Global Logistics Firm: Turning Risk Into a Competitive Edge

A global logistics leader had accumulated years of integration spaghetti. Different teams had hacked together workflows, shortcuts, and patches to keep pace with customer demands. The result was a fragile codebase no one fully understood. 

Every time a partner requested an API change, the team froze. Any modification risked breaking mission-critical flows. The company’s growth slowed not because of strategy, but because of fear. 

CODI became the turning point. By scanning and mapping the entire BusinessWorks landscape, it provided visibility into risks and redundancies. Engineers could now refactor with confidence, cleaning up old workflows and standardizing practices. 

The transformation was measurable: 

• Change lead times shrank from weeks to days. 

• The engineering team reclaimed its velocity and started saying “yes” to customer requests again. 

• What had once been seen as a “legacy liability” became a selling point in competitive bids. 

By demonstrating faster, safer integrations, the logistics firm won new contracts against competitors who were still bogged down by technical debt. CODI turned fear into leverage. 

Before CODI vs. After CODI 

Why Developers Actually Love CODI 

Nobody wants to write bad code. Most devs simply don’t get the feedback they need in time. CODI changes that. 

Instead of waiting for a scathing code review after the fact, devs get immediate, constructive guidance. Quality becomes a point of pride, not a punishment. Teams shift from “don’t break it” to “let’s improve it.” 

The Culture Shift: From Firefighting to Flow 

CODI isn’t just a tool. It’s a cultural inflection point. 

Once quality becomes embedded in daily workflows, it stops being a compliance checkbox. It becomes DNA. Teams ship faster, attract top talent, and win trust with every release. 

That telecom operator didn’t just reduce outages. They reignited their engineering culture. Developers stopped dreading deployments and started mentoring each other on best practices. 

The Cost of Ignoring Code Quality 

Avoiding quality investments today is gambling with tomorrow’s velocity. You might save a sprint now, but you’ll pay it back tenfold in downtime, churn, and attrition. 

Companies that treat quality as optional stagnate. Their best engineers leave. Their product roadmaps shrink. Their innovation dries up. 

Build What Lasts 

Low-code platforms like BusinessWorks promise speed. CODI ensures that speed doesn’t self-destruct. 

Here’s the offer to every leader reading this: 

• Catch bugs early, when they’re 10x cheaper to fix. 

• Reduce technical debt before it strangles innovation. 

• Turn software quality into your moat, not your weakness. 

Closing Line:
You’re not just building integrations. You’re building leverage. With CODI, you don’t just deliver faster. You deliver stronger. And that’s what lasts. 

To integrate with us, click here: https://www.sandhata.com/contact-us

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DevOps Awards 2023

The DevOps Awards 2023 event, a distinguished gathering in the technology industry, took place at London on 25 October.

This prestigious event served as a platform to recognize and celebrate exemplary achievements in the realm of DevOps, bringing together leading organizations and professionals dedicated to advancing innovation, collaboration, and excellence in the field.

In the fiercely competitive global landscape, Sandhata Technologies emerged as the unrivalled victor at the DevOps Awards 2023, surpassing formidable contenders on a global scale. Amidst stiff competition from industry leaders, our triumphant win of three prestigious awards underscores the magnitude of our achievements. 

Navigating through a field of distinguished competitors, the recognition as the “Best DevOps Team of the Year,” “Best Use of DevOps Technology,” and “Best Cultural Transformation” solidifies Sandhata’s position as a trailblazer in the DevOps domain. This victory isn’t just an accolade; it signifies our ability to stand out and excel amidst the best in the industry. 

The global nature of this competition, with participation from prominent leaders, magnifies the significance of our triumph. Winning three awards amidst such formidable contenders is a testament to our unwavering commitment to excellence, innovation, and transformative cultural practices. 

This achievement not only positions Sandhata Technologies as a global force in DevOps but also highlights our dedication to setting new benchmarks and leading the way in the ever-evolving landscape of technology and innovation. 

Categories Won

The recent DevOps Awards 2023 witnessed Sandhata Technologies and Vodafone securing three prominent accolades: 

Best DevOps Team of the Year: Sandhata Technologies emerged as the Best DevOps Team of the Year, underscoring our dedication to innovative practices and collaborative work. 

Best Use of DevOps Technology: Our strategic implementation of technology positioned us as leaders in the effective utilization of DevOps tools and methodologies. 

Best Cultural Transformation: Recognizing the transformation in our workplace culture, fostering an environment conducive to groundbreaking ideas and innovation. 

Following the conclusion of the DevOps Awards 2023 event, Sandhata Technologies and Vodafone achieved a triple win, representing a significant milestone. Our forward-looking commitment is focused on raising industry benchmarks and driving advancements in the continually evolving DevOps landscape. 

For organizations interested in leveraging our expertise or exploring collaborative opportunities, we invite you to connect with us. 

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When a single throw event is triggered, the data is processed without any issues. However, if multiple message events are thrown simultaneously, only the first one is successfully processed, while the others fail.  

This is because the message catch event is busy handling the first message event. 

We recently spotted this issue with Camunda 7’s message catch event. 

Unlocking The Solution To This Challenge 

Our team of experts fabricated a groundbreaking “Generic Message Buffering” logic, with which we’ve revolutionised the way messages are processed asynchronously, effectively resolving any scenario you may encounter.   

Fig. 1.1 unveils the powerful list of message catch events eagerly awaiting the trigger. 

Fig1.1

 In Figure 2.1, we present the logic for Generic Message Buffering. By sending a POST request, we can activate the BPM process described below. Additionally, we have the ability to specify the retry count and retry delay as request parameters. Once the request is triggered, we conduct a basic validation to ensure all necessary information, such as message name, payload, process instance id, and business key, is present.  

If all the required data is available, we proceed to send the message to its destination within the “Message Send Task” depicted in Figure 2.1.  

If the message is successfully picked up and processed by the message catch event, we encounter no issues.  

Fig2.1

In a situation where the message catch event is already occupied processing another message, throwing our own message will result in failure. This is a common occurrence in real-time scenarios, and it is up to the developers to determine how the flow should be handled in such cases. 

In our specific case, the failed message will be caught by the boundary event. The error message will then be examined in detail within the “Read Error Message” process (Fig 2.1). 

In the event of an error, we can:  

• Distinguish between errors that require retry logic.  
• Determine if it is a business error or a technical error.  
• Necessitate the involvement of technical experts, if it happens to be a business error 

When encountering a retriable error, we make an attempt to retry the operation. The number of retries and the delay between retries is determined by the input request. 

Potential Scenarios In Re-try

In the context of re-try logic, there are two potential scenarios to consider: 

• In one of the re-try attempts, the message can be successfully delivered to the end system. 

Fig 3.1

• Alternatively, if the maximum number of re-try attempts is reached without success, the message will be marked as an error. 

 If the maximum re-try attempts have been exceeded and the message still hasn’t been delivered successfully, it will require manual re-processing (see Fig 3.2). 

Fig 3.2

  Key Advantages  

• Streamlined Error Handling: By effectively managing busy message catch events, we can significantly mitigate potential errors during data processing. 

• Efficient Data Re-processing: Our approach allows for a substantial reduction in the amount of data that needs to undergo re-processing. 

• Versatile Solution: Utilizing the same bpmn models, we can easily adapt and apply them to various similar use cases simply by modifying the message name. 

 Optimizing Efficiency 

 In order to optimize efficiency, it is vital that both the target BPM and the message buffering BPM are connected to a centralized database. This will allow for seamless integration and streamlined performance. Maintaining a unified database instance is key to achieving optimal results. 

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Maitreya Gavkare, Agile consultant, shares a bit about his background, why he decided to move into the IT sector, and how it’s going so far!

Tell us about your role at Sandhata

I am working as an Agile consultant, primarily facilitating practical improvement initiatives and strategies for clients. To do this, I analyse and evaluate the organisation’s workflow and overall environment, discussing organisational shortcomings with clients, with the end goal of improving how they deliver customer value.

At the same time I facilitate adoption and embedding of the Agile mindset, values, principles, and practices to measurably support the delivery of business outcomes.

Why did you choose to go into IT, and what brought you into Sandhata?

Every organisation in today’s digital world be it aviation, telecommunication, manufacturing etc., has to have a strong IT department to support, develop and consistently maintain their world class products and services for their customers.

I was fascinated, interested and keen to understand and learn about how the digital side of every business works, which led me to choose an IT career.

Being part of such industry is exciting and challenging for me.

Joining Sandhata was a major stepping stone for me, as I transitioned into the IT sector. Before joining Sandhata, I researched the organisation and I found the team was extremely well versed with a range of clients in the IT sector. With a strong brand name and good expertise in the market, I believe it will help in a smooth entry for me in this industry.

What is something you are particularly proud of at Sandhata?

Sandhata is a highly respected and recognized company in the field. It has proven records of delivering some extremely critical and budget-heavy end-to-end IT transformation projects for big giants over the years.

I think all the credit goes to carefully understanding and developing the right capabilities and resources which have been proven a major competitive advantage and it’s something to be proud of.

What can prospective employees expect to find at Sandhata?

It’s fascinating to see the company grow by creating a wonderful collaborative culture between fresh talent and the experienced management team. The power distance is extremely low and that’s the best part of it and something I am proud of being part of the company.

What’s next for you?

I am keen in developing myself as an agile coach to develop efficient teams across Sandhata’s portfolio. I have already been given an opportunity to carry out certain critical activities within the team, which is exciting and it is something I am looking forward to.

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Quite possibly, the team is delivering the wrong stuff (which does not improve the customer experience), or fire fighting issues blind because they don’t have the right information at the right time. Without regular feedback, projects can go off course, the wrong features can be built, and sometimes the wrong issue can be “fixed”!

How does feedback help?

1. Regular realignment of work

Feedback provides a way a realigning the work which is being done with the business goals. It also increases efficiency in the team as it reduces the length of time wasted following the wrong path. The faster and more frequent the feedback is, the more useful it is, and the more time and effort is saved.

The diagram shows the difference between making fast, frequent changes and infrequent ones. When feedback is timely, only small changes in direction are required (i.e. less effort and rework), but when feedback is not provided until later, a bigger change in direction is often required (e.g. system redesign).

Infrequent/slow feedback means the journey from starting a project to achieving the goal is much longer.

Rapid feedback is one of the keys to unlocking more efficiency in your organisation.

2. Reduce Risk

The ability to receive fast feedback reduces risk when delivering and maintaining systems (and can reduce blame in the team). Fast feedback reduces MTTR (mean time to recovery) and therefore reduces the risk of a major issue causing business impact.

3. Generative Culture

Fast feedback improves the team culture and motivation. There is greater transparency, employees can see that their work is useful to the business and job satisfaction increases. We are motivated to do our best when we can quickly, clearly and reliably see what is working well and what is not.

4. Innovation

The ability to fail fast and quickly determine the busines value of a project fosters an environment where innovation is encouraged. Innovative ideas and solutions are very valuable for businesses and also improve job satisfaction.

What does fantastic feedback look like?

Fantastic feedback is:

• Good quality (accurate and comprehensive).
• Fast. Even better if it is continuous!
• Easy-to-understand (clear and focused without overloading or distracting with superfluous information).
• Relevant to the business objectives. For example measuring current state against a business-impact goal.
• Available to all users.

How can you improve efficiency in your team by enabling fantastic feedback?

1. Implement Continuous Deployment and automation

1. Automation and DevOps practices speed up processes by streamlining activities and reducing manual tasks
2. They provide automated results to reduce the likelihood of things being missed

2. Build and use Dashboards

1. Use dashboards to help your whole team get a better view of where we are now
2. Ideally enable comparison with short and long term goals

3. Build a Minimum Viable Product (MVP)

1. Building an MVP is often the quickest way to get real feedback from real users.
2. Feedback from real users enables you (and them) to learn how users actually use the product rather than how you think it will be used or the capabilities discussed during requirements gathering. This is super valuable.

4. Business line teams rather than functional teams

1. Teams which are aligned to the business needs are immediately more able to ask for and receive inputs directly from the business. This means the direction of the team can be constantly realigned to business goals and validated.
2. Reduce handoffs between teams by opening lines of communication and having multi-functional roles working together in one team.

Find out More

Feedback is a key tenet of DevOps principles. Here at Sandhata, we have supported many of our customers on their DevOps journeys, helping them to achieve their business goals.

Take a look at our DevOps services, read some of our customer stories, or contact us to discuss how we could support you!

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Digital Transformation is a revolutionary change in any industry or business which transforms it or creates a new type of industry completely. Digital disruption refers to the impact of new digital technologies and business models on existing goods, services, systems, and structures.

What is Digital Disruption?

Changing technologies have driven the complete transformation of consumer expectations and behaviour. Here are some examples:

• Airbnb has totally disrupted the hospitality industry. Traditional holiday booking agents are now clinging on to stay afloat.
• Netflix has helped to eradicate video rental stores from the market. Netflix is enabling more and more customers to cut their cable subscriptions disrupting the entire entertainment industry.
• Wikipedia is an example of knowledge-at-your-fingertips disruption. Gone are the days when we need to buy a newer encyclopaedia to learn something new!
• Digital cameras have disrupted filming and photo processing.

How businesses can disrupt by changing their path

In another context “Digital Disruption” can be taken to mean when a traditional player enters into a new business or industry. For example software-as-a-service, mobile banking, retail and healthcare etc.

Some examples of businesses changing path:

• Amazon started off as an online book seller but now they are the world’s largest cloud service provider.
• Google is now entering into the banking sector.
• Starbucks now offers a debit cards, disrupting the personal banking sector.

Data disruption

There is a third type of Digital Disruption too: big data.

Disruption due to big data is completely destroying conventional business models which have existed for decades. The amount of data available from different sources is growing steadily year-on-year, and is becoming accessible nearly everywhere. The potential for changes to business models and the way we live our lives is almost endless.

One such example is driverless cars. The existence of driverless cars is only possible due to the nearly unlimited data available from various sensory devices in cars, strong processing power, and fast reliable internet connectivity available on each and every corner. Collecting such data and processing it the right way has created driverless cars, which is slowly but surely disrupting the conventional automobile industry.

Learn more

Find out how we can help you take advantage of digital disruption opportunities in your business. Surviving and thriving in today’s digital economy demands no less.

Contact us to find out more.

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Are you unable to release changes as fast as you would like?

Are your teams stuck behind heavyweight processes slowing them down?

Is change expensive due to clunky, inefficient change management?

Our experience with a wide variety of clients has shown us that a heavyweight, cumbersome change management is one of the biggest blockers to achieving your DevOps goals and delivering change at the speed you need.

To solve this problem for our clients, we have created a fully Agile Change Management Process.

Accelerating, streamlining, and automating your change management process will remove the bottlenecks faced when trying to deliver change enabling you to unlock the true value of your DevOps initiatives. In our downloadable Solution Overview, we share the key features of a truly Agile Change Management Process, and how to get there.

Download your copy today.

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Now in its sixth year, The European Software Testing Awards (TESTA) celebrates companies and individuals who have accomplished significant achievements in the software testing and quality assurance market.

Sandhata, in partnership with Royal Bank of Scotland, has been recognised by TESTA for its innovative testing project ‘Accelerating Mainframe Change’ delivered by the RBS engineering team and Sandhata.

The judging criteria was rigorous and included:

• Evidence of working closely with stakeholders to deliver the project on time and within budget.
• Demonstration of a successful software testing project utilising a best practice method/technique.
• Verification of project goals, importance, achievements and successful results.
• Evidence and evaluation of overcoming project challenges/obstacles.
• Detailed discussion around project methodology and justification of resource choices.
• Evidence of commitment to industry best practices and standards.

The team were given six weeks to prove a working solution for automated testing of mainframe batch systems. They were able to empower test engineers to drive mainframe testing with an average of 90% savings in execution, time and effort; enabled mainframe platforms to perform continuous testing; and assisted engineers and operations teams in the realignment of processes, controls and governance.

Commenting on the award, Sandhata’s CEO, Gary Thornhill said:

“I am delighted that this joint entry with RBS received the recognition it deserves. It is the culmination of a lot of hard work from a highly capable, talented team. RBS deserve much credit for adopting a holistic approach to testing, regardless of platform.

Testing within a mainframe environment is characterised by manual testing. However, an automated testing solution is critical for big software development projects. This is seen as being too expensive or too complex. The project team helped break down conventional thinking delivering a solution within an incredibly short timescale. This project helps demonstrate what is possible within a mainframe environment and that these projects need not be overly long or expensive.”

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