Teams try things, keep what works, and improve bottom-up. Open source was not an obvious choice in their banking environment, Cusin mentioned. They received questions about support and accountability.
Instead of trying to convince people with theory, they started running real workloads. Over time, trust was built by operating the platform day after day: Open source stopped being seen as a risk. They treated their first version of Kubernetes like a project.
"We delivered it, we got a good adoption", Cusin said. But the operation was incredibly hard. Not because the technology was broken, but because they hadn't built the culture around it yet: Nobody knew who to call, responsibilities were blurry, and teams were consuming the platform without really contributing to it.
Every incident felt like a fire drill. They realized deploying Kubernetes was the easy part. The hard part was building the culture with a community of practice around it. The shared knowledge, the rituals, the ownership model, Cusin explained: Without that culture, no platform survives its own success.
