Amy Hegarty: The Future of Synchtank – And Why I'm Excited About What Comes Next

Well, we finally made it! Part three.

When I agreed to write this series, I’m not entirely sure I knew what I was getting myself into. Talking about myself has never been particularly comfortable, and sharing some of the more personal parts of my leadership journey has definitely pushed me outside my comfort zone.

But it’s also been a good opportunity to reflect. On how I got here, what I’ve learned, what we’ve accomplished, and all the things we’re still figuring out.

And while I’ve enjoyed looking back, I’m much more interested in looking forward.

Because despite the challenges, the occasional frustration, and the days when I wonder whether there are actually enough hours in the day, I’m unbelievably excited about where Synchtank is headed. And I think we’re just getting started.

The Music Industry Has a Problem We Don't Talk About Enough

I've spent a lot of time over the past 28 months listening. To customers, colleagues, partners and people who have spent their entire careers working in music. And one thing that continues to surprise me is just how much complexity this industry has learned to accept as normal.

We're an industry that celebrates innovation. We embrace new platforms, new formats, new ways of creating and consuming music, and increasingly, new technologies that promise to transform everything.

Yet behind the scenes, so many businesses are still juggling disconnected systems, inconsistent metadata, spreadsheets, manual processes, and workarounds that have somehow become permanent fixtures.

And somehow, we've convinced ourselves that this is just how the music industry works. I find that fascinating. And, frankly, a little frustrating. We spend enormous amounts of money creating, acquiring, licensing and monetizing music, yet the operational infrastructure supporting those investments doesn't always receive the same attention or investment.

And the people dealing with that complexity every day? They’re often doing an incredible job with tools that simply haven’t kept up. I don’t think it has to be that way. Actually, I know it doesn’t.

So, What Are We Really Building?

One of the most exciting parts of leading Synchtank has been asking ourselves a pretty simple question: What do we really want this company to become?

Synchtank has been around for a long time. We’ve built some incredible technology, worked with some extraordinary customers, and developed a tremendous amount of expertise in music rights, licensing, and catalog management.

But I don't believe our future should be defined solely by what we've been known for historically.

We are building  something much more connected: a Music Operations Platform that helps organizations manage the increasingly complicated business of music, bringing together assets, metadata, rights, licensing, delivery and reporting in a more connected way.

But the bigger picture is about connecting those things so businesses can spend less time managing the process and more time actually growing their business.  And before anyone rolls their eyes at another technology company talking about its “platform,” I get it.

We’ve all heard the promises. For me, it comes down to something pretty simple.  Does it solve a real problem? Does it make someone’s job easier? Does it help a business operate more effectively?  If the answer is no, then why are we doing it? 

I don’t want Synchtank to be known for having the longest list of features. I want our customers to be able to manage their music assets, rights and operations with greater confidence, spend less time fixing problems that shouldn’t exist in the first place, and focus more of their energy on growing their businesses. That’s where I believe we can make a real difference.

Can We Talk About AI for a Minute?

Because apparently, we have to. It’s 2026 - now don’t get me wrong. I’m genuinely excited about AI and automation. There are some extraordinary opportunities to improve the way businesses manage information, find what they need, eliminate repetitive work, and make better decisions.

But I'm also conscious that technology can become an end in itself. We sometimes get so excited about what a system can do that we forget to ask whether anyone actually needs it to do that.

I don't believe the future belongs to businesses that simply throw AI at every problem and hope something useful happens.

It belongs to companies that really understand their customers, know what’s slowing them down, and use technology to solve those problems.

And let's be clear, none of this works particularly well without good data. You can have the smartest technology in the world, but if the information feeding it is incomplete, inconsistent or unreliable, you're simply finding more sophisticated ways to make mistakes.

That's why I believe the less exciting parts of music technology deserve a lot more attention. They might not generate the loudest headlines, but they are absolutely fundamental to how this industry grows.

The People Part Is Still the Most Important Part

I’ve talked quite a bit in this series about leadership and change, and there’s a reason for that. Because as much as I love technology and building businesses, none of it happens without people. We’ve made some significant changes at Synchtank, and I won’t pretend that every decision has been easy or universally popular - It hasn’t.

But I also think people deserve to understand where a business is going, what's expected of them and how their contribution fits into the bigger picture.

The culture we continue to build  is one where people feel trusted, supported and genuinely proud of the work they're doing. Where we can have difficult conversations without losing our kindness, where accountability isn't something to be frightened of, and where good ideas are welcomed regardless of someone's job title.

I want us to be ambitious, but I don't want ambition to come at the expense of being decent human beings.

And where we remember to have a little fun. Because while we’re building something important, we’re not performing open-heart surgery. We work in music. Surely we can enjoy ourselves occasionally! I’m incredibly proud of the people who have helped get Synchtank to where it is today, including those who were here long before I arrived. And I’m equally excited about what we can accomplish together as we continue to evolve.

Are We There Yet?

Not even close.

And I’m okay with that. Well, most days. Anyone who knows me will tell you that patience isn’t always my strongest quality. I like progress. I like decisions. I like getting things done. And sometimes I’d very much like everything to happen yesterday. Unfortunately, building a business doesn’t work quite like that.

We’ve made real progress, but there are still things we need to improve, challenges we need to work through, and decisions we need to make. And there always will be.

One thing I’ve learned is that transformation doesn’t happen because you announce a strategy, create a beautiful presentation, or have a particularly inspiring company meeting. It happens in everyday work. The conversations. The follow-through. The mistakes. The adjustments. The small improvements that eventually add up to something much bigger.

It also happens in the relationships we build with our customers. We work with some extraordinary businesses, and I never want us to take their trust for granted. Our job isn’t just to sell technology. It’s to understand their businesses, help solve their problems, and be the kind of partner they actually want to work with.

That means listening. Being honest about what we can and can’t do. Following through on our commitments. And occasionally acknowledging that we don’t have all the answers. I truly believe there is a lot of strength in that.

So, What Does Success Look Like?

If you asked me what I'd love Synchtank to look like in five years, of course I'd want us to be a successful, growing and financially strong business. I wouldn't be doing my job if I didn't.

But when I think about what would make me genuinely proud five years from now, it’s not just about revenue or the size of the company. I’d love for our customers to say that Synchtank made their businesses better. That we helped them solve problems they thought they’d always have to deal with. That we’re a company they trust, enjoy working with, and so value as a partner.

I'd love our people to look back and feel proud that they helped build something meaningful. That they were listened to, challenged, supported and given the opportunity to do some of the best work of their careers.

And personally? I'd like to know that through all the difficult decisions, long days and inevitable mistakes, I managed to stay true to the kind of leader and person I choose to be.

I don't think those ambitions are mutually exclusive. In fact, I think the best businesses are built when commercial success, strong relationships and a healthy culture reinforce one another.

And That’s a Wrap. Sort Of.

When I started this series, I talked about the two thoughts that went through my head when I found out I was becoming CEO. “Oh shit.” And “Yay!”  Funny enough, I still think those two reactions sum things up pretty well.

As I bring this series to a close, I want to say thank you to everyone who's taken the time to read, comment or reach out. Sharing some of this journey has been a little outside my comfort zone, but the conversations it's started have been really lovely.

The past 28 months  have taught me a great deal about leadership, resilience and the importance of surrounding yourself with good people. They've also reminded me that you don't need to have every answer to be confident about where you're going. You do, however, need to be willing to ask difficult questions, listen carefully and do something with what you learn.

I'm incredibly proud of the people working to build the next chapter of Synchtank, and I'm excited about what we can achieve together. And if there's one thing I hope people take away from these three articles, it's that behind every business transformation are real people, doing their best to make something better.

That's what matters to me. And that's the kind of business I want us to build.