The Problem
You created an SRE team. Gave them responsibility for uptime, incident response, and reliability metrics. They built everything by the book: SLOs, error budgets, postmortems, and on-call rotations.
Six months later, you’re still fighting the same fires.
The problem? SRE owns the outcome, but can’t influence the decisions that create incidents in the first place. Product controls the roadmap. Engineering controls the architecture. SRE has responsibility with zero authority.
That’s a paper tiger. Looks powerful, has no actual power.
What You’ll Learn
This webinar identifies the 6 organizational dysfunctions that turn SRE teams into paper tigers.
Take The Delegation Fantasy: Leadership hires an SRE team, gives them responsibility for reliability, and assumes the problem is solved. Meanwhile, Product still ships features without consulting SLO metrics. Engineering still builds and launches services that aren’t production-ready. Incidents still happen— but now there’s a team to blame.
Sound familiar?
We’ll break down this dysfunction and 5 others like it. By the end, you’ll know exactly which dysfunction is sabotaging your reliability program- with some practical guidance on what to do about it.
Who Should Attend
- VPs and Directors of Engineering dealing with repeat incidents despite SRE investment
- SRE Leaders frustrated that Product and Engineering won’t participate in reliability work
- Product Leaders wondering why reliability keeps slipping despite dedicated teams
About Your Host
Amin Astaneh is the founder of Certo Modo, a DevOps/SRE consultancy serving enterprise SaaS companies. After 15 years building resilient systems from rocket ship startups to Big Tech (Meta, Acquia), he’s learned that reliability problems are rarely technical- they’re organizational.
He hosts the Reliability Rebels podcast and offers RAPID (Rapid Assessment of Production In-Depth)- a structured diagnostic that identifies exactly where your operations are misaligned- and which improvements create the biggest impact.