A financing pilot had little evidence of customer demand. I challenged the expansion with data, then committed fully to objective reporting and documented operations after leadership made its decision.
An AWS Billing pilot offered customers financing through a banking partner to spread out their AWS costs. Leadership wanted to expand it to additional banking partners. But when I inherited the pilot, there was little documentation on why it existed, and little evidence customers had asked for it.
Leadership made the call with a clear-eyed view of the pilot's real traction, and the program ran on automated reporting and documented processes while its future was decided.
Making a recommendation and making a decision are two different responsibilities. My job is to challenge assumptions with evidence, then commit fully once the call is made.