Context.
A PE-backed enterprise software provider operated a large international portfolio of mature platforms and emerging data and AI products. The portfolio represented most company revenue and was supported by a globally distributed product organisation.
The challenge.
A mix of mature platforms and emerging products required different investment choices to both protect revenue and evolve strategically to integrate with the firm’s new single platform strategy; while teams needed support to develop so the product decisions they took better aligned with strategic objectives and portfolio performance.
Jon’s remit.
Jon owned product strategy, portfolio roadmaps, pricing approval, investment cases and go-to-market execution, and led both product and cross-functional domain teams.
Decisions and actions.
- Made investment, end-of-sale and retirement choices at portfolio level. Secured executive leadership approval and ensured decisions were executed to completion.
- Aligned roadmaps, propositions and commercial decisions to the company strategy. This included implementing product leadership team approval gates and phasing out customer agreements for fixed development capacity that encouraged bespoke development, reducing capacity to execute strategic priorities.
- Reshaped and coached the international product team and operating model to sharpen accountability and reduce duplicated scope.
Outcomes.
- Clearer accountability across a 9-figure international portfolio.
- High six-figure annualised savings from operating-model changes.
- Increased capacity and focus on executing strategic product improvements whilst still executing critical retention initiatives.