As 37N grew, so did the operational complexity. The tools and processes in use had not been designed around the company's specific workflows, so keeping things moving took extra time, effort, and manual oversight.
Operational processes were spread across multiple systems and spreadsheets with no single source of truth for the data, and repetitive administrative work took up capacity the team would rather have spent elsewhere. The information leadership needed in order to see where work stood lived across those systems, so assembling a current picture took time. The off-the-shelf software the team had tried was built for a different way of working than theirs.
The workarounds kept the business running. They also capped how efficiently it could run and how far it could scale.