Context
Annual enrollment runs against a fixed regulatory date. Historically, product, engineering, and operations found out about each other's blockers too late to react.
My role
Owned end-to-end program governance - the communication cadence, escalation path, and dependency tracking - for a team of 80+.
Approach
Built a single shared dependency map before build started, then set a standing cadence where blockers were surfaced by exception, not by status update - so escalation happened in days, not sprint reviews.
Outcome
Hit 100% on-time delivery against the deadline and cut cross-team delays 35%, with no recurring miscommunications.
What I'd do differently
Nothing about the cadence - but an early solo draft of the dependency map missed items that only surfaced once I built the next version with the teams in the room.