Most teams that say they use Kanban have a board. Columns for To Do, In Progress, Review and Done, cards moving left to right, maybe a swimlane for urgent work. What most of them don’t have is a work in progress limit on any column. Without one, the board is a status display. It shows the work. It doesn’t change how the work flows. A WIP limit is a cap on how many items can sit in a column at once.

Teams shipping features fast need infrastructure that gets out of the way. The reverse proxy is supposed to be boring: TLS termination, serve static files, route traffic to the app, maybe some health checks. In practice, the config grows one regex at a time, until routing decisions become cargo cult superstition. Someone changed a block six months ago and nobody knows what would break if you moved it. BareProxy is built on the insight that you can reason about routing only if you remove the things that are hard to reason about.

Every developer has lived the setup nightmare. You clone the repo, follow the README, get halfway through the steps, and something breaks. You Google the error, find three different solutions, apply the one that almost works, and spend two hours on an environment that everyone else on the team got right. Meanwhile, the new developer at the desk next to you is still stuck on step one. The setup is so fragile that nobody wants to change it, and it drifts from the reality of how the tests actually run.

Continuous delivery is typically categorized as a DevOps or engineering operations practice: build pipelines, automated testing, deployment automation, infrastructure as code. This categorization is accurate but incomplete in a way that matters. Continuous delivery is also the technical prerequisite for agile development to function as intended, and teams that treat it as an infrastructure concern rather than a delivery discipline tend to develop a subtle dysfunction in their sprint practice.