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Part of our plan / strategy was to gradually make the platform part of the culture. I explained this to the team as "we want that engineers brag in twitter about the platform they have in our company". In that sense, the goal is to turn every engineer into an ambassador. From that perspective, new hires don't need "special" attention. At early stages, nobody is sold, so new hires are just another engineer to convince. Later, the engineers already enrol the new hires into the platform, etc. It works organically. Where we did pay attention to new hires was intermediate stages of adoption because they bring outside perspectives. This is useful in two ways: • You can turn them into allies. E.g. if you're trying to convince people about moving to k8s, and a new hire in a team comes from a company that uses k8s and is happy with it, then you can lean on them as to convince the team. (they are a positive testimonial, they generate some peer-pressure, etc.) • They will look critically at what the team is doing and can be a great source of info, ideas, etc.

One side-effect I noticed is that a platform you're proud of find its way also into the interview processes. We like to brag about the things we do well, and potential new hires seem to respond well to flexible and modern tooling and ways of working

Exactly! In reality this works in the same way as normal products. Successful products get marketing done by proud happy customers.

You have me some food for thoughts, really. Thank you!