Q2 was a heavier, messier quarter than Q1, and the numbers say so honestly. Measured against the work teams could actually action, the org completed 85 of 108 tasks (79%) while simultaneously absorbing 606 production support issues, nearly three quarters of them Critical or High severity. The remaining 19 roadmap items were planned-but-not-started, blocked, or on hold, work the teams were never in a position to close, so they are excluded from the completion figure. The story of the quarter is not the headline percentage. It is how much delivery held up while the support load ran hot.
The clearest signal this quarter is headcount against output. GGN closed 96% of its actionable work and shipped 147 production PRs with five engineers. NOIDA hit 88% with four; Integrations 89% with two. Bangalore, the largest team in the org at seven developers, delivered the least of any builds team: 56% actionable completion and roughly 11 production PRs per developer, against GGN's 29. Smaller teams did more with less.
Bangalore deserves a specific note. The team did come online in Q2, moving from zero production merges in Q1 to 80, and that ramp is real. But Q1 was Bangalore's learning and teething period, the quarter to stand the team up. Q2 was the quarter it was meant to convert that runway into delivery. Being the biggest team in the org and finishing last on both completion and per-head output is the single highest-leverage gap to close in Q3. This is not a capacity problem; it is a conversion problem.
Across the org, 659 pull requests were merged to production, up 58% on Q1's 418, a fair proxy for raw throughput. The product surface widened too, with a growing integrations footprint (Worklio, Acculynx, Momentum, Arrive) pulling scope in several directions at once.
The honest read: throughput was strong and completion on actionable scope was healthy at 79%. Where teams fell short, the cause was either the support load or, in Bangalore's case, conversion, not raw capacity. A 79% actionable completion rate sitting next to a 97% support resolution rate tells you where most of the capacity went. Q3 planning has to price the support tax in from day one, and hold the largest team to the output its size implies.
| Team (Lead) | Devs¹ | Roadmap Tasks | Excluded¹ | Actionable | Completed | Completion | Identified Prod PRs |
|---|---|---|---|---|---|---|---|
| Builds - GGN (Nikhil) | 5 | 35 | 9 | 26 | 25 | 96% | 147 |
| Integrations - GGN (Nikhil) | 2 | 19 | 1 | 18 | 16 | 89% | 35 |
| Builds - NOIDA (Shaquib) | 4 | 26 | 1 | 25 | 22 | 88% | 103 |
| Product (Adam) | 3 | 11 | 0 | 11 | 7 | 64% | 49 |
| Builds - BLORE (Abhilash) | 7 | 27 | 2 | 25 | 14 | 56% | 80 |
| Perf & Tech Debt - GGN (Gary) | 2 | 2 | 0 | 2 | 1 | 50% | 3 |
| Support (Shaquib) | 4 | Issue-driven, not roadmap-scoped — see Support & Quality section (606 issues, 97% resolved). | 61 | ||||
| Unassigned / Backlog | — | 7 | 6 | 1 | 0 | — | — |
| Organization Total | 27 | 127 | 19 | 108 | 85 | 79% | 659 |
¹ Devs = developers per the Q2 roster (hands-on engineers and team leads who ship code; pure people-managers and QA excluded). Excluded = tasks that were Planned (not started), Blocked, or On Hold — work a team could not action this quarter, so it is not counted against their performance. Completion is measured against Actionable scope (Roadmap Tasks minus Excluded). On the raw all-status base, the org completed 85 of 127 (67%); against actionable scope it completed 85 of 108 (79%).
606 production support issues raised April–June, from the SEQ Bug Tracker. This is the load that ran in parallel with roadmap delivery, and it is the single biggest reason a fifth of the actionable roadmap could not be closed.
The pattern is clear. Support demand spiked in April (262 issues) then settled to a steady 165–179 per month. Sale & Calculations and Payroll together accounted for 242 issues, 40% of the quarter's total, which points at the commission and payroll engines as the highest-leverage places to invest in stability. A 97% resolution rate is genuinely strong given the volume and severity, but the 73% Critical/High concentration means the team was firefighting production-critical issues most of the quarter, not clearing a low-stakes backlog. That is the capacity that did not reach the roadmap.
PRs merged to the production (main) branch across the Backend and Frontend repos, April 1 – June 30. DevOps automation and closed/former-contributor accounts are excluded. Backend and Frontend shown separately. Team totals reflect identified named contributors; the organization total (659) includes the long tail beyond the top three per repo.
| Team | Total | Repo | Top Contributor | PRs | 2nd Contributor | PRs | 3rd Contributor | PRs |
|---|---|---|---|---|---|---|---|---|
| Builds - GGN (Nikhil) |
147 | Backend | Prem BE Champion | 50 | Jay | 32 | Sonam | 20 |
| Frontend | Rishi FE Champion | 24 | Prem | 10 | Niti | 11 | ||
| Builds - NOIDA (Shaquib) |
103 | Backend | Neelesh | 16 | Aakash | 12 | — | — |
| Frontend | Rushita FE Champion • Org #1 | 75 | — | — | — | — | ||
| Builds - BLORE (Abhilash) |
80 | Backend | Abhilash BE Champion | 36 | Purvesh | 12 | — | — |
| Frontend | Hemant | 13 | Purvesh | 9 | Abhilash | 5 | ||
| Support (Shaquib) |
61 | Backend | Anurag BE Champion | 31 | Naman | 19 | — | — |
| Frontend | Kunal | 11 | — | — | — | — | ||
| Product (Adam) |
49 | Backend | Adam | 15 | — | — | — | — |
| Frontend | Adam | 15 | Danielle | 12 | Matthew | 7 | ||
| Integrations (Nikhil) |
35 | Backend | Farhan BE Champion | 23 | Rachna | 10 | — | — |
| Frontend | Rachna | 2 | — | — | — | — | ||
| Mobile App (Brady) |
49 | Brady — 26 Backend • 23 Frontend. Sole active contributor on the Flutter mobile application this quarter. | ||||||
| Perf & Tech Debt (Gary) |
3 | Minimal production output this quarter (Gorakh, 3 Frontend). The team's Q1 capacity was largely redirected into support and builds. | ||||||
Roadmap task counts come from the Q2 delivery board (127 tracked items across seven teams). Completion reflects tasks marked done by quarter-end; the remainder are in-progress carryover into Q3 or explicitly deferred (for example, the EPC tier re-evaluation and Do Not Pay, both moved to On Hold). Support issues are drawn from the SEQ Bug Tracker for issues raised between April 1 and June 30, 2026. Production PR counts reflect only merges to the main branch in the Backend and Frontend repositories; DevOps automation, bots, and closed/former-contributor accounts are excluded, so team-level PR totals count named active contributors and the 659 organization total includes the remaining long tail.
Team-to-contributor mapping is carried forward from the Q1 report and reconciled against Q2 board ownership. Where a person's team assignment shifted mid-quarter, they are attributed to their primary team.
The org's throughput engine again. GGN shipped the most production code of any team (147 PRs) while carrying the bulk of the overnight support rotation. On actionable scope it hit 96%, closing 25 of 26 items; essentially everything the team was positioned to finish, it finished. Nine further items ended the quarter planned, blocked, or on hold and are not counted against the team.
Wins: Prem led all Backend production output with 50 merges and doubled as a support anchor; Rishi again owned the Frontend at 24. Deep, redundant coverage across Prem, Jay, Sonam and Niti meant no single point of failure even under a heavy ticket load.
Watch: The same team writes the features and answers the pages. That dual mandate is why nine items never got started and slid to planned or on hold. Q3 needs an explicit split between build capacity and support capacity, or the roadmap keeps paying the support tax.
A strong 88% completion on actionable scope, and a standout individual quarter. Rushita merged 75 Frontend production PRs, the single largest output by any developer in the org, delivering the My Earnings overhaul, Position Change History and a long run of ad-hoc frontend work.
Wins: Clean, high completion with concentrated frontend firepower. Neelesh and Aakash held the backend steady. This team converted planned scope into shipped features more reliably than anyone else this quarter.
Watch: 75 of 103 PRs coming from one person is a bus-factor risk. Rushita is exceptional, but the frontend bench behind her is thin. Cross-training here protects Q3.
The biggest team in the org, and the one to watch. With seven developers, Bangalore is the largest delivery unit at Sequifi, yet it posted the lowest actionable completion of any builds team (56%) and the lowest output per head, roughly 11 production PRs per developer against GGN's 29. The team did come online this quarter, moving from zero production merges in Q1 to 80, and that ramp is real.
Wins: Abhilash led from the front with 36 backend merges and full-stack coverage. Real workstreams landed or advanced (Retroactive Tiers, Wages as Draws, Audit API, Gaya integration). The raw capacity is clearly there.
Watch: Q1 was Bangalore's learning and teething period, the quarter to stand the team up. Q2 was the quarter it was meant to convert that runway into delivery, and being the biggest team while finishing last on both completion and per-head output is the gap. This is a conversion problem, not a capacity one. Q3 has to hold the team to the output its size implies.
The quarter's unsung load-bearing wall. This team, alongside the builds rotations, cleared 590 of 606 production issues raised in Q2, with 73% of them Critical or High severity. Anurag drove 31 backend fixes, Naman 19, Kunal 11 on the frontend.
Wins: A 97% resolution rate on a high-severity, high-volume queue is the single best operational number in this report. Customer-facing stability held.
Watch: This resolution rate is being paid for out of the roadmap. Sale & Calculations and Payroll generated 40% of all issues; fixing the root causes there is worth more than any amount of faster ticket turnaround.
Adam's product-led stream shipped a run of high-value, customer-facing changes: Sales Import lock/undo/strip, Advance Against an Account, Overrides enable/disable across all products, One-Time Payments and Flexible Date Formats. Full-stack delivery, 15 backend and 15 frontend merges from Adam directly.
Wins: Tangible product surface improvements that show up directly in the customer experience. Danielle (12) and Matthew (7) added frontend depth.
Watch: 64% completion reflects an ambitious product backlog meeting finite capacity. Sharper prioritization on the four incomplete items will lift this into Q3.
A tight, high-completion unit. Farhan and Rachna delivered 89% of an 18-item actionable scope while opening several new integration fronts (Arrive, Acculynx, Momentum, Noxpwr) that carry into Q3. Farhan led backend with 23 merges.
Wins: Consistent, reliable delivery from a two-person core, and the integrations surface is where a lot of Q3 revenue-adjacent work now sits.
Watch: Two people carrying a widening integrations roadmap is the clearest capacity risk on this list. If integrations scale in Q3, staffing has to follow.
Delivery: 85 of 108 actionable tasks completed (79%), after excluding 19 planned, blocked, or on-hold items teams could not action. Smaller teams led: GGN (5 devs, 96%) and Integrations (2 devs, 89%) topped completion, while Bangalore, the largest team at 7 developers, finished last at 56% and the lowest output per head.
Throughput: 659 production PRs merged to main, up 58% on Q1's 418. Rushita (75 FE) and Prem (50 BE) were the individual production leaders. BLORE moved from 0 to 80 PRs quarter-over-quarter.
Quality & support: 606 production issues handled at a 97% resolution rate, with 73% Critical or High severity. Sale & Calculations and Payroll drove 40% of all issues, the clearest root-cause investment target for Q3.
The through-line: throughput was excellent, planning accuracy was not, and the support load is the reason. Q3 has to budget support capacity as a first-class line item, not absorb it against the roadmap and call the shortfall a miss.