from Ursin Saluz at
As announced in my last post, I'm going to take you behind the scenes at Weisse Arena AG. True to the motto "you build it, you run it", we also operated the software ourselves - a practice already established by Inside Labs. Especially during the peak season, the system, which generated the majority of ticket sales, had to be absolutely reliable - which we always guaranteed.
Restaurants in particular relied heavily on the functionality of the app. Many restaurants on the mountain used 'mobile ordering', which allowed guests to order their food directly to their table via the app. The traditional point-of-sale systems served only as a backup for guests without an app. At busy times when the kitchens were at full capacity, there was simply no room for error or downtime - a responsibility we took very seriously.
The system was basically always stable. The only notable incidents, especially in the beginning, involved the Twint payment system, which was occasionally unavailable for a few hours - which understandably led to frustration among our Swiss guests. We also faced challenges due to the large fluctuations in the number of visitors. A new database abstraction was implemented with Prisma in the summer, when only a fraction of the winter guests were using the dining and gamification features of the app. The impact of this change was not felt until winter - the first sunny Saturday in December, to be exact. Some database queries were not optimally designed, and with the sudden increase in users, this led to performance issues as the database could no longer scale as desired. Together, we identified and fixed the problem early on Saturday morning, before the big rush at the restaurants, to the satisfaction of both guests and restaurateurs. A prime example of the importance of DevOps and the ability to react quickly.
My key takeaways from the past three years:
Self-organization & transparency
One of the most valuable insights I gained during my time at Weisse Arena was that absolute transparency is the necessary consequence of successful self-organization. Management must know at all times what is being worked on and what goals are being pursued. Conversely, management must provide a clear vision to guide the team. Decisions are easier for both sides when there is trust and mutual goals are known.
We maintained an idea board where all managers could contribute on an Epic basis. Collaboration with Marketing - our key stakeholder - was particularly intense. Weekly coordination, feature prioritization, and inclusion of day-to-day business issues were part of our routine. We regularly shared our roadmap - the rough planning for the next three months - with the other teams and visualized it as a Lego board in our office. I would like to take this opportunity to thank my former colleague Florian Karb - designing the board was always a lot of fun and made working together tangible.
A clear vision to guide self-organizing teams
In an environment where teams are increasingly autonomous and self-organized, a crystal-clear vision becomes a critical success factor. It serves as a compass that allows all team members to make independent decisions that are still focused on a common goal. When everyone understands the big picture, creative solutions can emerge without constant questioning or micromanagement. The vision creates a framework in which innovation and independence can flourish.
Building sustainable solutions through regular stakeholder engagement
Direct and ongoing communication with stakeholders is more than a formality - it is the foundation for successful projects. Regular discussions help identify needs early, avoid misunderstandings, and build trust. This transparency not only creates buy-in for the approach, but also enables the collaborative development of solutions that truly meet the needs. When stakeholders are actively involved in the process, a productive dialogue is created that leads to better results and increased satisfaction for all involved.
Balancing stability and innovation
One of the biggest challenges in product development is balancing stability and innovation. On the one hand, users need a reliable foundation that runs smoothly. On the other hand, products need to grow and evolve with new features to stay relevant. This balance requires a keen sense of the right timing and dosage of change. Successful teams know when it is time to focus on consolidating existing features and when it is time to boldly break new ground.
Conclusion: More than just code
A number of changes in the last few months and a change of direction in the strategic focus of the digital vision have finally led me to break new ground and put down new roots at diselva.
Over the years, I have identified strongly with the product and gained valuable experience: solid DevOps practices and newly acquired technical skills that will help me advance in my career. During my time at Weisse Arena, I had contact with practically every department - not only Marketing, Catering, Cashiers and Hotels, but also the Ski School, Finance, HR and the Events Department. The cooperation was always based on mutual respect and we worked together to find the best solutions for our guests. This has resulted in not only successful projects, but also many friendships.
The guest has always been at the center of our efforts, and I believe we have done an excellent job of meeting that demand within our means.
Share your experience!
What are the biggest challenges you face in software development? Have you had similar experiences with evolving team structures? What has your digital transformation been like? I look forward to hearing your thoughts and perspectives on this topic..
