Creating products for tomorrow while delivering on products for today

More about my work

It's about filling the gap & bringing people together, not just about creating products

Building meaningful products at Avast

Cybersecurity product provider

"We believe that wherever you live, whatever you love, wherever you're going, and whatever you do, you have the right to live freely and safely online."


My Role

  • Lead the security and privacy product area and core browser initiatives for Avast's Secure Browser
  • Work with senior management to define strategic directions and OKRs, and collaborate with key stakeholders and squads to create product plans and roadmaps to fulfill company goals
  • Guide squads in exploring and translating ideas into new concepts to produce meaningful browser features that meet user needs, using data, user research, and feedback from our customers, stakeholders, and teams (using the 4-amigos agile methodology: QA-Eng-Des-BI)
  • Manage internal process initiatives to define team roles within squads and tribes, and assign ownership and key responsibilities
  • Developed a unified browser strategy to optimize processes, minimize overhead, and grow browser off-network (WIP)


Results so far

  • Increased user acquisition and engagement (NPS) by 2% and 5% respectively due to product innovation; goal for the whole tribe is to contribute and add meaningful features every month
  • Implemented Spotify's Squad agile culture, focusing on the "fail fast mentality"; team collaboration and morale improved significantly
  • Defined our Squad dedicated to unifying all of our backend infrastructures; engineering development time improved by 8% (WIP - squad goal is to grow market share by 100+%)

Offering a voice to the creators of Spotify

Audio streaming and media services platform

"Our mission is to unlock the potential of human creativity - by giving a million creative artists the opportunity to live off their art and billions of fans the opportunity to enjoy and be inspired by it."


My Role

  • Spearheaded product strategy and roadmap for new publishing royalties management platform and guided tech strategy to build a scalable and sustainable solution
  • Formulated the Squads Goal and Mission Statements, and created a manifesto for everyone to understand who we are, what we do, how we do it, and why we do it
  • Collaborated with business stakeholders to prioritize, optimize and iterate on key features, deliver on product goals to build and launch a fully functional MVP
  • Facilitated collaboration between engineers and business teams to identify key user features and benefits for the creation of the platform
  • Acted as interim engineering manager for 12 engineers; 5 based in Stockholm, 7 based in New York


Results

  • Gave a voice to the Squad's members and offered them the stage to form their own band within Spotify
  • Transformed software development processes by implementing lean best practices for the engineering team improving teamwork and transparency; production pace quadrupled increasing productivity and product quality
  • Helped engineers with implementing 2-week sprint process to help them manage the workload and know when to "say no" to stakeholders; we delivered the first phase of our platform ahead of time with minimal bugs
  • Coached stakeholders and business owners on agile practices and prioritization strategy, moving from a strict waterfall process to a more agile workflow

MakerBot & Lean Product Management

Desktop 3D Printer Manufacturer

"MakerBot believes there's an innovator in everyone. As a global leader in desktop 3D printing, we set the standard in reliability and ease-of-use by providing effective solutions for every stage of the desktop 3D printing process."


My Role

  • Collaborated with engineers and product teams to define product strategy and vision, outline end-to-end roadmap, gather requirements (PRD, PLCM), and develop GTM launch plan, and team-specific project plans 
  • Provided centralized reporting on product and project-specific status, defined scope, identified risks and blockers, prioritized deliverables, and managed lifecycle stages from inception to launch/shipping 
  • Designed frameworks for feature prioritization, product development, and stakeholder communications by implementing 'agile' (scrum) and 'lean' best practices across all teams 
  • Helped hardware and software engineers to be more agile, and led business units to deliver on product launches by bridging technical and business gaps encouraging collaboration, transparency, and communications 
  • Scrum Master for the product-business teams (design, creative, marketing, and industrial engineers)


Results

  • Redefined product strategy, GTM, and messaging for MakerBot Tough Material and managed all product lifecycle stages from inception to launch/shipping; new tough material launched on time resulting in an 8.77% sales increase compared to last year's launch 
  • Helped engineers and product teams to define product strategy, and develop roadmap, PRD, UX/UI, GTM and messaging for new SaaS platform and 3D printer, resulting in 7.14% in sales and 4.3% growth in organic search traffic 
  • Continuously delivered on web development strategic projects focusing on consumer journey and UX design, decreasing website drop-off rates by 3.5% and boosting overall sales by 6.5% 
  • Scrum methodology and weekly sprint planning adopted by engineers, product design, creative and marketing of +30 people, increasing production pace by +/-300% and completing 182 tasks in less than 30 days 
  • Established open communications and cross-functional collaboration across all of MakerBot, improving teamwork, project management, productivity, and process efficiency by more than 100%

Implementing Agile Project Management at Intralinks

Global SaaS provider of Enterprise Content and Collaboration Solutions

"Pioneers of the Virtual Data Room, our technology enables and secures the flow of information, empowering our customers to work more productively and with complete confidence."


My Role

  • Conducted market and internal organizational research to identify user needs and product requirements 
  • Created project management and cross-functional processes for marketing, creative, and digital teams to provide transparency, clear ownership, and cross-functional collaboration 
  • Designed briefing templates for each project and team deliverables, SOWs (Statement of Work), organized and prioritized the flow to reduce the use of unnecessary resources
  • Instituted new ways to monitor the market for digital and technology developments, and interpret underlying trends to build stronger and more relevant Cloud products and services


Results

  • Built internal Project and Budget Management Platforms and central API integrating all Intralinks' systems enabling teams to access ROI and achieve their KPIs, leading to an increase of 16.67% in sales 
  • Transformed Intralinks' processes from a waterfall-based practice to agile in less than 10 months aligning cross-functional teams and enhancing team productivity by more than 70% 
  • Employees from the US, EMEA, APAC, and LATAM mentioned that their new Project and Budget Management tools were "Simple" and "Easy to use"


Reforming FBB's business model and optimizing internal processes

Plus Size Women's and Men's Apparel and Home Goods Group 

"To be known and trusted as the authority on plus size fit and fashion. Recognizing beauty has no boundaries, FullBeauty Brands inspires, engages and empowers full-figured women to live life to the fullest."


My Role

  • Redesigned FBB's business model from catalogue based to online e-commerce platform
  • Defined product strategy and vision, managed product lifecycle stages, developed MVP and ready-to-scale version, designed consumer journey and prioritized key features per user-testing
  • Performed quantitative and qualitative analyses for FBB's teams to identify trends and forecast demand
  • Run ad-hoc Executive Reporting to track growth, revenues, and costs
  • Worked closely with a team of +100 people ranging from creative, designers, planning, account managers, marketing teams, and developers to deliver on company-wide strategic initiatives


Results

  • Developed and launched FBB's custom reporting and product lifecycle management platforms for all employees, decreasing print production costs by 50%, and overall operating costs by 27%
  • New business model and "going web" initiative led to a 32% sales increase and a 7% market share growth
  • During the new website launch, web traffic reached 10,000 visitors and sales hit a new all-time-high (that year, FBB reported total revenues close to a million)
  • Employee engagement, productivity, and performance increased by more than 150%; the relationship between upper-level management and employees improved significantly

LinkedIn

About Me

Home