Warner Music Group / Professional experience
Find the bottleneck and prioritize the fix
The problem
Post-go-live issues created workarounds, delays, and extra manual effort across teams.
My contribution
I joined hypercare calls, reviewed issue logs, investigated potential workarounds, and worked with stakeholders on improvements.
Tracking made affected teams, priorities, and the benefits of remediation visible.
02 / See the thinking in practice.
Explore an example.
See the decision
Same backlog. Different next moves.
Choose a reconstructed issue. The records and effort estimates below use sample data.
Duplicated effort
Two teams. The same report.
What the team reported
Two teams pull and reconcile the same figures every week.
What’s behind it
Reporting ownership was never assigned after launch.
- Illustrative monthly effort
- About 4 hours
- Who takes it forward?
- Reporting owner
How I reached this priority
First confirm that both reports serve the same purpose. Agree the owner and the audience, then track whether the duplicated work actually stops.
Manual workaround
The same data, entered twice.
What the team reported
A team copies records from one system into another every day.
What’s behind it
The planned interface was removed from the launch scope.
- Illustrative monthly effort
- About 26 hours
- Who takes it forward?
- Integration team & process owner
How I reached this priority
Validate volume and effort with the team, define interface requirements, and test exceptions before removing the manual fallback. The sample estimate supports a decision; it is not a measured project saving.
Process design issue
An approval that may duplicate a control.
What the team reported
Requests wait two to three days for an extra sign-off.
What’s behind it
A legacy approval may cover a risk already addressed in the new process.
- Illustrative delay
- 2–3 days per request
- Who takes it forward?
- Process owner & control owner
How I reached this priority
Map the approval to the risk it manages. Review the existing safeguards, agree the proposed change with the control owner, and test it before retiring the old step.
Required regional variation
An extra step with a legitimate purpose.
What the team reported
One region completes an additional filing after the standard process.
What’s behind it
The region has a statutory requirement outside the common process.
- Illustrative monthly effort
- About 6 hours
- Who takes it forward?
- Regional process owner
How I reached this priority
Validate the requirement with the appropriate owner, document the regional variation, and keep it visible in the process. Track its effort without treating that effort as an avoidable saving.
What this showsI trace the cause, size the burden, name an owner, and verify whether the change helped.
03 / Bring it back to the role.
What this demonstrates.
I investigate the cause, understand the burden, agree an owner, and check whether an improvement helps.
Project scope and example context
The project scope describes my work. The issue examples and effort estimates are fictional; they do not reconstruct a specific historical workaround.