Working in a sustained-engineering role might not be viewed as glamorous work, even though the role is extremely important to the customer satisfaction for any organization. Some ways to help include the following: Communicate the importance of the SE team from the highest levels of leadership, along with the benefits of having the greatest impact on customer satisfaction and customer retention. Start new hires on the SE team, which helps keep motivation and morale high. Document the overall contribution of the team to the business. The Kanban board makes visibility easier. The SE team gets to know customers better than the core engineering team because of its relationship with customer support. Market the team as a fantastic way to get to know both the product and the customers. Learning the breadth of a product or product portfolio is very beneficial (and challenging) for any developer. Give the team a fun name and pose challenges to decrease lead time and cycle time for SE issues. For example, a team I worked with named itself after noble gases (Argon, for example) because of the team’s ability to keep calm under pressure from customers. Create a vision and mission that the team can rally behind. Include fun projects on the backlog, particularly when the volume of escalations and bugs is low. This allows for operational improvements that do not affect just the SE team’s work but also help improve the core engineering team. The core engineering team will love the SE team for this work, and the relationship will flourish. Add small feature requests to the SE backlog if they add functionality to the product in a somewhat isolated way, such as through a plug-in model.