Director of Product Management

We serve the function of Product Management, and those executing against its roles. Our goal is continuous improvement of the tools and processes (balancing autonomy and focusing on feedback loops).

We strive to influence those we serve to achieve their own goals as well as their work goals via clarity, trust, accountability, empowerment, and being an example of the Lessonly values and definition of an ideal team player.

We take the product strategy and work towards building the right thing by identifying, communicating the importance of, and prioritizing the opportunities we have. Our goal is to inspire stakeholders, the squad, and most importantly the customers by making the Why clear for every bet we make.

Our goal is, by continually refining the design of the org, to give the department as a whole the best chance of success

We are all about helping the squad to get stuff live faster and more predictably, not by cracking the whip but by removing obstacles that get in the way.

We are the trusted facilitators of some of the most sensitive data we have within the organization... the budget and salaries. Our goal is fair, consistent, responsible, and equitable decisions regarding budget management.

We are obsessed with the intersection between product usage metrics (such as weekly active usage) and business metrics (such as renewal cycles). Our prime objective is to identify quantitative evidence that will help CX, services, support, and product make better decisions about how each of them serves our customers

We engage in meaningful conversations on ways to help the Lessonly organization do better work.

We are the ones that bring organization and clarity to the Discovery process.

Continuous learning, continuous prioritization to ensure continuous value delivery, continuous communication to all stakeholders. That is our job as epic shapers. We take the work that migth seem big and scary and help make everyone feel safe and confident that we will deliver!

We have a robust understanding of the current state of escalations and prioritize the best ways to reduce them.

We are the documenters... we ensure that the most important parts of how our application is supposed to work never gets forgotten.

Bringing new folks into our tribe is one of the most important activities any of us will do. We ensure a good candidate experience, a great interviewer experience, and ultimately a talent/opportunity fit we are excited about.

Growing the team is one of the most important things we do... and we interviewers are responsible for helping to decide on our future teammates.

As an organization, we launch together. That means alignment and unity across multiple departments. Within the P&E team, we have special responsibilities to ensure the success of a monthly product launch. We, launch coordinators, are the captains of the product launch journey we take every month.

We provide context through communication boosting productivity leading to new llama satisfaction.

We engage in meaningful conversations on ways to help the Product and Engineering team do better work

We are obsessed with product usage metrics because they are the leading indicators of how successful our squad, software, and the company are.

We believe the influence of data is critical in nearly all decisions, from how successful a feature is... how successful a campaign is... how successful a type of customer is … how successful a launch is.

We serve the function of Product Delivery, and those executing against its roles. Our goal is continuous improvement of the tools and processes (balancing autonomy and focusing on feedback loops).

Our sole goal is to help fill the top of the funnel with "Hell Yeah" candidates

We ensure it is clear and accessible for stakeholders to know the answer to "where are we with that project?"