> I don't think I am anywhere near ready for that. I never test, have no successful continuous integration projects (despite my best efforts to get people on b

> I don't think I am anywhere near ready for that. I never test, have no successful continuous integration projects (despite my best efforts to get people on board), and have basically no apps running at a high capacity. Don't sell yourself short. Very few teams have the resources to hit every wish list item on every best practice and still keep up with incoming project requests. So as leadership, you're constantly in a state of balancing internal resources against external expectations/needs. With your current experience, you're intimately familiar with and recognize the dangers of always compromising on the internal resources rather than against external requests. Which gives you a lot to draw on as the team lead to ensure that isn't repeated at your new company. Running far too lean for far too long gives you incredible insight into both what "too lean" actually means for different aspects of the systems, and what failure modes occur when you pass that point. You'll be better prepared to know when to put your foot down or push back on something, as well as have an understanding of where you can be flexible or compromise when necessary while minimizing the risk of creating a dumpster fire. Someone without your experience may not be as adept at that yet, and end up learning those lessons only after they're put in charge, at the expense of the team they're put in charge of.