For some reason, whether that be scale, or dysfunction, you tend to end up with disparate silos even in relatively well run orgs. I did a stint with a large US

For some reason, whether that be scale, or dysfunction, you tend to end up with disparate silos even in relatively well run orgs. I did a stint with a large US org where my SOW was to do azure (hashicorp) vault. The org already had about 20 aws vault clusters, GCP was a likely new target. I sold k8s. That was seen as risky despite being less overall work, so I delivered direct on azure clusters, then was given a SOW to do k8s POC ( with a view to doing GCP ). POC delivered a fairly production like service in ~a week using the most junior person on the team, only to spark outrage that I ( a person with about 10 YOE with k8s ) had delivered a POC without discussing with the core platform team ( which was intended to be POC 2, separating the issues of concern ). Now I get why people do platform teams, and this platform wasn't bad ( more work than rolling my own equivalent; but the processes in theory ensure the less experienced people don't do terrible things ). End result was pretty much a blocker on GCP vaults because we were awaiting said platform team to deliver for us, and me ( a contractor that delivered several at risk SOWs ahead of schedule ) cut loose because we're blocked by the other team. In such an org, it's the job of the EM to advocate for their delivery stream, mine didn't quite manage it that day. However, this org was probably the best ran at scale I've ever seen ( usually you can nuke an org in like 10 minutes after they give you access to the SCM & CI/CD ).