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The product is a modern B2B SaaS platform focused on IT Business Management (ITBM) and Service Level Management (SLM). It helps enterprises connect IT and service data and turn it into actionable insights.
The platform was being developed as a modern alternative to a legacy enterprise tool while modernizing core Service Level Management (SLM) workflows.
As part of ongoing product discussions, customer feedback, and migration-related improvements, I worked closely with PMs and engineering teams to improve how users managed and interacted with these workflows.
In the legacy workflow model, Contracts and Metrics were tightly coupled, making everyday workflow management increasingly difficult as the product evolved.
This created several challenges:
As the product grew, these issues resulted in slower updates, duplicated effort, configuration mistakes, and increasing maintenance overhead.
These challenges became increasingly visible through customer feedback, migration discussions from the legacy platform, internal testing, and workflow planning sessions.
Looking across these conversations, a consistent pattern emerged: the difficulties were not isolated to individual features. They all pointed back to the workflow structure itself.
The tighter the relationships between Contracts and Metrics became, the harder it was for users to understand, update, and maintain enterprise workflows as they grew in complexity.
One of the key decisions was rethinking how Contracts and Metrics should behave inside the workflow system.
Instead of keeping them tightly connected, the workflow model was redesigned so that:
This made workflows easier to update, manage, and scale as customer requirements evolved.
Several approaches were considered during the process:
| Option | Why not chosen? |
|---|---|
| Keep Contracts and Metrics tightly coupled | Continued dependency confusion and maintenance effort |
| Completely redesign the workflow system from scratch | Too risky for existing workflow and migration complexity |
| Add more workflow rules on top of the existing structure | Increased complexity without solving the core usability problem |
| Simplify workflow relationships while preserving existing behavior | Chosen approach because it improved usability without disrupting existing workflows |
Another important improvement focused on making workflow relationships easier to understand and navigate. Improving visibility and usability reduced dependency confusion and made complex workflows easier to manage.
Worked on improving how Contracts and Metrics were structured and managed inside the workflow system.
This made:
Supported changes where both Contracts and Metrics could evolve independently instead of forcing everything to move together.
This resulted in:
Improved how users located and interacted with workflow entities inside the platform.
This helped:
The workflow improvements made enterprise SLM workflows easier to understand, manage, and maintain.
Key outcomes included:
Internal discussion after the changes indicated that teams spent less time understanding workflow relationships and more time managing them confidently.
Enterprise products become harder to evolve as workflows grow more complex. Simplifying the relationship between Contracts and Metrics reduced unnecessary complexity, made configuration easier to manage, and created a stronger foundation for future product enhancements.
This initiative taught me that complexity in enterprise systems often grows quietly through tightly connected workflows, hidden dependencies, and expert-driven processes.
I learned that strong product decisions are not only about adding new functionality. Sometimes the biggest improvements come from making workflows easier to understand, easier to manage, and easier to maintain as the product grows.
It also reinforced how closely usability, workflow design, and long-term product scalability are connected in enterprise SaaS products.
