Implementing Post-Launch Product Management and Support Processes for a Fibre Broadband Service

1. Context

A newly launched Fibre Broadband service required structured post-launch support processes to transition from project mode to full operational stability. While initial frameworks were in place, they needed further refinement to ensure scalability, long-term product support, and efficient issue resolution.

As a Senior Product Lead within a group-level team, my role was to:

• Establish post-launch product management processes to ensure continuous support and enhancement.
• Align local product operations with regional and global governance frameworks.
• Define and implement structured workflows for feature enhancements, bug resolution, and product feature enhancements.

The stakeholder landscape included:

• Local Teams: Managing product operations, engineering, and issue resolution in the local market.
• Wider Global Teams (Parent Company): Handling feature development, technical issue resolution, and software updates.
• Group-Level Teams: Acting as the interface between local and global teams, ensuring alignment with established governance and escalation processes.

Key areas requiring post-launch refinement included:

• Broadband router (hub) functionalities, such as 4G LTE backup (for fibre disconnections), WiFi motion detection, and mesh network optimisation.
• Bug fixes and software stability improvements, ensuring seamless connectivity and enhanced user experience.

2. Challenge

The key challenge was transitioning from project mode to an operational model, ensuring that feature enhancements and issue resolutions could be efficiently managed at scale.

Additional challenges included:

• Cross-regional collaboration, ensuring that feature requests and issue resolutions were smoothly integrated into the global product roadmap.
• Aligning local workflows with structured product management and support processes.
• Creating a scalable and repeatable framework that could adapt to evolving feature needs and future network enhancements.

3. Approach

To implement a structured post-launch support framework, I focused on three key areas:

• Stakeholder Coordination & Process Standardisation: Established collaboration channels between local, group, and global teams. Reviewed and optimized workflows to align with global processes. Conducted regular stakeholder reviews to refine operational effectiveness.
• Implementation of Support & Feature Request Workflows: Created a centralized repository to manage feature requests, issue tracking, and roadmap visibility. Categorized and routed requests efficiently: Bug fixes and technical issues were streamlined through a structured support system, while new feature requests were prioritized and evaluated in a structured product management pipeline. Maintained a bi-weekly review cadence to ensure alignment.
• Testing & Iterative Refinement: Ensured all feature requests and issue resolutions followed the new process with continuous feedback loops for ongoing improvements. Conducted technical feasibility reviews to prevent implementation bottlenecks.

4. Role & Achievements

As the key link between local, group, and global teams, I:

• Led the refinement and implementation of a scalable, structured post-launch management framework.
• Established governance structures, including regular review processes to ensure full transparency and alignment.
• Developed a repeatable model for handling post-launch product enhancements, ensuring long-term sustainability.

5. Results

The structured post-launch support process was successfully implemented, enabling the local market to:

• Seamlessly integrate with global feature development and support frameworks.
• Streamline bug fixes through a clear escalation and resolution pathway.
• Improve operational efficiency, ensuring a structured process for new feature development.
• Transition from project mode to business-as-usual (BAU) operations, with a sustainable, repeatable governance model in place.

Once the post-launch processes were fully established, the local team took ownership, allowing me to focus on other strategic product initiatives within the wider organisation.