I miss working with that team, on that product, was because fundamentally that product proved that if you can define and instrument success, then you can treat process improvement like code - make a change, measure it, roll it back if it doesn't deliver or comes at the cost of something else you value - and once you can do that, you can expect, and hold management accountable, for their effectiveness at doing just that.

And my goodness was that ever unacceptable to a certain sort of leader.