HubSpot's internal revenue systems team is replacing a legacy CRM workflow used by 180 sales reps with a new lead-routing and account assignment process before the start of Q4. You are the program manager leading a 9-person cross-functional team: 4 engineers, 1 data analyst, 1 designer, 1 QA lead, 1 sales operations manager, and 1 product manager. The project is urgent because the current workflow causes duplicate account ownership and delayed lead follow-up, costing an estimated $420K per quarter.
One senior engineer, who owns the legacy routing service, is technically strong but difficult to work with. He frequently dismisses planning meetings, challenges scope decisions in front of stakeholders, and refuses to document dependencies unless asked repeatedly. His work is critical because 60% of the migration depends on his service knowledge.
The VP of Sales wants the new workflow live by September 25 to support Q4 pipeline generation. The Engineering Manager wants to avoid burnout and does not want the difficult engineer overloaded. The Head of Sales Operations wants zero disruption to lead assignment during the cutover. Finance supports the project only if it stays within the approved budget.