Some transformations take years to plan and still longer to execute. The Engineering Enablement team did it in months, and the results are already helping reshape how WellSky engineers work.
Led by Shirley Mishra on the R&D side of WellSky, the team began its life as the QA Enablement group. That origin is still visible in the work they do today, because enablement remains at the core. The difference is the scale of the mission and the speed at which they've moved to meet it.
In just two months, the team developed comprehensive Claude Code training materials for both engineering and solutions teams and delivered 22 live training sessions, more than 100 one-on-one mentoring sessions, and outreach to more than 1,200 teammates across the organization. Those numbers represent conversations, questions answered, and engineers who left a session ready to try something they previously hadn’t felt equipped to tackle.
That kind of reach does not happen by accident. It takes a team that understands how to meet engineers where they are and how to make a new tool feel approachable rather than overwhelming. This team brought all of that to the work.
Alongside the enablement work, the team has built more than 20 AI agents and Claude Code plugins that are directly in the hands of teammates today. These tools help streamline workflows, support productivity, and expand what teams can reasonably take on, without asking them to slow down and figure things out from scratch.
That pairing of enablement and tooling is what makes this team's approach distinct. Training without tools leaves people knowing more but doing the same. Tools without training leave people underusing what's available. Together, they move the organization forward in a way that neither could accomplish alone.
The larger ambition driving all of it is straightforward: every engineer at WellSky should have the knowledge, the tools, and the support to work effectively alongside AI. Not just the early adopters or the most technically adventurous. Everyone. That kind of organizational change is slow and hard when it's handed down as a directive. It looks very different when a dedicated team is in the room with you, answering your specific questions.
The Engineering Enablement team has accomplished a lot, but there is much more to do and they are ready for the challenge.
