I'm horrified to say that individual bugs we make can cost our large employer millions, yet leadership still overloads people with multiple projects on tight de

I'm horrified to say that individual bugs we make can cost our large employer millions, yet leadership still overloads people with multiple projects on tight deadlines and loose engineering standards. I'm talking about global control systems in the critical path of user-facing traffic. But it's not as bad as it sounds; when I've seen these done by larger teams, they indulged scope creep and had no excuse not to. We get to say no a lot, and that's often better than having the resources to build more stuff that then compounds in complexity and has to be maintained forever. The way I've done things on specific projects is recognized a fair amount, but not yet replicated enough. I get trusted with the most mission-critical projects because I've proven I can do them with minimal risk. I've tried teaching the rest of the team how, but they still fall into bad habits again under pressure, and create a death spiral where their shortcuts taken under pressure create more pressure indefinitely. I make my deadlines because I invest in testability first and I'd always rather refactor earlier than later so tech debt doesn't compound. I don't mean anything dogmatic like TDD, I mean whatever gets me the most ROI on time and effort for a given kind of project. When time is the most constrained resource, it would be really silly to waste it on impedance mismatch between problems and practices.