Basis

Digital review findings · TheDash Jira program rationale · LaMusica digital admin access review (LH-SBS series).

Sponsor — SBS management

Richard D. Lara — COO

Owns the initiative and the decisions of record. Sets priorities, approves scope and investment, and holds the program accountable for cost and revenue outcomes. Every decision on this page is ratified by the sponsor and entered in the decision log.

Oversight — SBS IT

Nelson Santos — IT Director

Expanded role: from sole maintainer of the nine legacy systems to validator and architect of agent workflows. Owns access control, gate policy and data stewardship — nothing The Dash writes into a legacy system passes without his gate rules.

Build & operate — Ledger Hub Networks

Frank Yglesias — CTO

Builder of The Dash. Runs the agent fleet, the five-gate pipeline and the Urd audit trail; delivers integrations, documentation and runbooks under the engagement. Builds to SBS's rules; does not set them.

The LedgerHub engagement

• Scope — a foundation install of The Dash followed by managed operations: LHN monitors, patches, upgrades and migrates models; SBS IT validates.
• Ownership — SBS owns all accounts, domains, repositories and credentials from day one. Nothing is held by the vendor.
• Exit-safe by design — the system is rebuildable from source with full documentation and runbooks, so continuity does not depend on LHN or on any one person.
• Controls — NornGate five-gate pipeline, human approval on consequential actions, immutable audit trail; data stays on SBS-controlled infrastructure.

Nelson's expanded role

• Digital under IT oversight — the LaMusica / Digital estate, previously run outside IT, now reports through IT governance: one access model, one audit trail, one decision log.
• Dash IT — the write gateway Nelson owns. During coexistence the legacy systems stay the systems of record. Nothing the platform originates reaches WideOrbit, CounterPoint, Oracle or ADP except as a write intent that is queued in Dash IT, approved under the risk-tier model, executed, and proven to have landed. Business decisions are adjudicated upstream; Dash IT gates only the technical act of writing the approved outcome. Training and documentation for the transition are in progress.

How a decision flows

Intangible asset — ASC 350-40

• Internal-use software — application-development-stage costs (design, build, integration, testing) are capitalizable; preliminary-stage and post-implementation costs (training, maintenance) are expensed; the capitalized asset is amortized over its useful life once placed in service.
• Booking election — management chooses how the asset is recognized: assignment for consideration (booked on the balance sheet) or plain assignment (owned but unbooked, appraisable later). Finance and counsel confirm the treatment — a decision of record, not an accounting assumption.

Next

• WideOrbit retirement — end of Q1 2027; CounterPoint — Q2 2027 (section 07)
• CRM general roll-out to all account executives after the beta (section 06)
• MusicMaster, SIMS and VCreative retirements in the same program; cross-market campaign reporting (section 09)

Reporting — what The Dash produces

• Executive reporting — pipeline, bookings and operating status drafted ahead of every management review instead of assembled by hand the night before.
• Campaign reports — delivery and performance per client and per campaign, from live data, as proof of performance for the renewal conversation.
• Cross-market reporting — one view across Chicago, Houston, LA and national, so multi-market packages are reported as one campaign, not four.
• Risk signals — at-risk accounts flagged before renewal; exceptions surfaced from invoicing and reconciliation.

Reporting — where the data comes from

• Connected systems of record — WideOrbit and CounterPoint for orders and traffic, Oracle for finance, ADP for people data, read under the five gates.
• Digital — LaMusica and the digital stack for streaming, podcast and event inventory.
• One source per fact — every figure is traceable to the system it came from; no re-keyed spreadsheets in the chain.
• Live, not periodic — the same report can be drawn today, tomorrow or mid-quarter without a new assembly effort.

Reporting — how it is governed

• Draft, then human review — The Dash drafts; a manager reviews before anything is sent to leadership or a client. Nothing leaves unreviewed.
• Read-only by default — reporting agents read the systems of record; they do not write to them.
• Logged — every report run, its sources and its reviewer are recorded in the Urd audit trail, so any figure can be reproduced later.
• Measured in the pilot — time-to-report and report accuracy against the manual baseline are two of the written success criteria (section 10).

Integrate

• Account and order data from the traffic system (WideOrbit)
• AE budget and forecast data already kept per market
• Contact and interaction history from existing tools — captured once, reused everywhere

Develop

• Relationship-first CRM model — every contact, account and deal in one structure
• Follow-up cadences and next-best-action guidance for each AE
• Pipeline health and forecast confidence for managers — no more manual roll-ups

Retain

• Proven AE tools during transition — no rip-and-replace
• Existing approvals and client commitments unchanged
• Adoption plan with department champions and training before any cutover

Evaluation criteria

Applied to every candidate: feature gaps, data migration, financial and operational controls, support requirements, transition risk. Retirement dates are set: WideOrbit end of Q1 2027, CounterPoint Q2 2027, the remaining three in the same program. Contract review underway (section 08).

Phase A — stabilize & validate

UNDERWAY → CLOSES END OF Q1 2027

• Close governance items UR-01–UR-04
• Certify the eight legacy integrations — readable, writable, governed
• Security hardening; audit-trail verification end to end
• Retire WideOrbit (Q1 2027); CounterPoint, MusicMaster, SIMS and VCreative follow in the same program (CounterPoint by Q2 2027)

Phase B — beta roll-out

IN PROGRESS — PARALLEL RUNNING

• Department-by-department roll-out; requirement sessions with each team; UAT signed off per department
• Sales, Finance, Traffic run daily work through The Dash alongside current processes
• Weekly triage; live demos to management
• Written success criteria tracked weekly against baselines

Phase C — live

LIVE END OF APRIL 2027

• Staged go-live by cohort; internal staff on the platform
• Legacy paths read-only during cutover; WideOrbit retired, CounterPoint in Q2
• Then: CRM general roll-out, remaining retirements, external use