Transforming QA into a Business Accelerator for a Global Postal Leader 

About the Client 

Our client is the world’s leading provider of software solutions for postal operators, couriers, and logistics organizations. Its platform powers nearly a billion customer interactions globally, enabling enhanced digital and retail experiences, new revenue streams, and optimized delivery operations across the value chain. 

Business Challenge 

Complex Platforms, Fragmented QA, and Slower Releases

The client, a global leader in postal and logistics software, faced growing challenges in delivering consistent, high-quality releases across its flagship platforms. They wanted to establish seamless workflows that eliminated development bottlenecks, modernize legacy systems to support growth, and deliver superior customer experiences with modern, high-performing applications. 

A critical need was the enhancement of their Point-of-Sale (PoS) application – moving beyond standard features to build customized components that could improve efficiency across end-to-end postal and courier services.  

However, their QA maturity assessment on Zuci’s site confirmed these issues and revealed deeper concerns: QA maturity varied widely across four countries, test governance was inconsistent, and teams relied heavily on tacit knowledge rather than formalized processes. This made quality unpredictable and difficult to scale. 

The Zuci Solution 

Disconnected QA to Enterprise-Wide Quality Ownership 

Zuci started the engagement by conducting a QA Maturity Assessment for the client. With this as the baseline, client turned to Zuci not just for fixes, but for a partner who could transform QA into a strategic enabler of growth. 

Zuci approached the engagement with a clear vision: quality is everyone’s responsibility. We combined deep consulting expertise with engineering execution to chart a phased journey. From strengthening QA maturity and embedding automation to re-architecting the Point-of-Sale platform, every step was designed to unify teams, improve visibility, and deliver high-quality releases at scale. 

Phase 1 – Genesis: Establishing the Foundation 

Comprehensive QA and Engineering Assessment 
Over eight weeks, Zuci conducted a holistic review of QA maturity and gained a deeper understanding of the client’s quality culture. This involved a highly collaborative approach, working with technical architects, product managers, DevOps teams, and engineers across Engineering practices, Core product, Customer releases, Test engineering and QA. 

Using SWOT analysis and our ERICS (Eliminate, Reduce, Increase, Create, Stabilize) model, we identified several findings gaps, created test maturity scorecard and established an improvement roadmap.  

Early Process Standardization 
To address fragmented QA practices, Zuci recommended setting up a Global QA model—functioning as a hybrid Testing Center of Excellence. By interviewing teams across geographies and analysing artifacts, we highlighted inconsistencies in traceability and governance. Recommendations included unified usage of JIRA-Xray and structured test design processes, creating the first step toward consistent, enterprise-wide quality practices. 

Phase 2 – Acceleration: Driving Speed Through Automation 

Test Automation Rollout 
Using TAPE (Test performance and performance engine), we addressed limited regression and E2E testing by designing automated test suites integrated into CI/CD. These captured real business use cases and reduced defects reaching customers, showing how automation could make quality measurable and visible to all teams. 

Applying ERICS 
Our ERICS framework provided a structured path—eliminate manual deployments, reduce cycle times, increase automation coverage, create governance structures, and stabilize processes. This demonstrated Zuci’s ability to move beyond recommendations into actionable, sustainable improvements. 

Phase 3 – Embedded QA: Shifting Quality Left 

Shift-Left Practices 
Zuci introduced practices where testers joined sprint planning early, developers contributed to testing, and QA engineers were cross-skilled in coding. Performance and security testing became part of CI/CD. This cultural change reinforced our founding principle—quality is everyone’s responsibility. 

Agile and Engineering Alignment 
Teams were guided to automate reusable tests, leverage mind maps for feature signoffs, and tie QA outcomes to customer experience. This helped shift the mindset from testing as a task to quality as a shared outcome. 

Phase 4 – Sustaining Engineering Maturity 

Engineering Maturity 
Zuci unified tool usage across development, QA, and DevOps, creating shared visibility and faster feedback loops. This enabled a fail-fast culture where teams could quickly test, learn, and adapt. By formalizing governance and aligning practices, we elevated QA into a consistent, enterprise-wide discipline. 

Driving Continuous Improvement 
To make improvements sustainable, we established defect analytics and KPIs for proactive issue resolution. These insights transitioned QA from being people-driven to process-driven, with measurable outcomes. Knowledge-sharing and structured reporting embedded continuous improvement into daily operations, ensuring long-term maturity. 

Parallel Initiative – Modernizing the Mobile PoS Platform 

Collaborative Re-architecture via VODC Model 
In parallel, Zuci modernized Escher’s PoS platform through a Virtual Offshore Development Center (VODC) model. Our cross-functional team—Scrum Master, product owner, developers, QA engineers, and a technical writer—worked alongside the client’s core dev team to re-architect the application. Following an agile model with biweekly releases, we delivered critical modules including shipping, agency, outpayments, retail, asset management, and money transfers. 

Enhanced Usability and Documentation 
Through workshops and root cause analysis, we identified modernization needs and introduced a prototyping tool for workflows and user journeys. We created requirement documents, manuals, and a centralized knowledge base, ensuring usability and adoption across development, services, and support teams.