Being a product manager in an enterprise context is different. It is dangerously easy to launch a successful pilot for 50 users, declare victory, and then watch the project die when you try to roll it out to 50,000.

The customized support, manual data fixes, and hand-holding you provided during the pilot do not scale, and operations will reject the tool the moment it creates manual work for them. A pilot proves utility, but it disproves scalability until you automate the operational support behind it.

The best enterprise PMs I know treat the pilot as a failure until they have removed the manual intervention required to keep it running.