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In my previous role, I led a team to launch a new kit. The team included individuals from product support, segment marketing, sales, and customer support, and we were tasked with launch the product to market within a specific time frame to address a rising demand.

We faced the challenge of managing tight deadlines and aligning cross-functional teams with diverse priorities. To address this, I ensured that everyone understood the key objectives and customer needs, fostering collaboration and creating a detailed project roadmap. I set clear milestones and facilitated regular check-ins to ensure we were on track.

One of the biggest hurdles was getting buy-in from the sales team on the new product's value proposition. I worked directly with sales leaders to develop tailored sales tools and training materials, ensuring the team could effectively communicate the product’s benefits to customers.

By maintaining a clear focus on customer needs and empowering the team to collaborate effectively, we launched the product on time, surpassing adoption targets by 15% in the first quarter. This experience reinforced the importance of strategic planning, transparent communication, and making customer satisfaction a central part of the team’s mission.

For prioritizing the product backlog, I evaluate each product across the dimensions of 1) impact on metrics/organization level goal the needle which it is trying to move, 2) reach of product as to how many personas or stakeholders experience will it improve 3) technical feasibility or complexity of the product being delivered which also includes dimensions of clarity in requirements and 4) if its of strategic importance to future growth

I was having a team member, who was technically strong, but when it came to gelling with the team members, he was having problems. His comments/feedback for the technical artefacts, or for ones understanding of a problem, was showing people in a bad light. Team members were apprehensive, working with him. People started to unplug themselves while that person was around. I could sense that, the team’s engagement had started to wane. If that had continued, we were at risk of losing that person from the team.

I initially un-plugged him from the team discussions and meetings and started to have a daily sync-ups with him. Sensitised him about working as a team and how successful teams thrive in the organisation. Made him enrol for some trainings like - Seven habits of highly effective people. Recommended that training mainly because of the focus it lays on - personal change, collaborations with the team etc.

Then he started to show empathy towards the team members, started to mingle with team, started to give constructive feedbacks for the technical contributions and started to show respect to the fellow team members. The bridge that was created, started to disappear. And we finally made him part of all the discussions and meetings and today, he is one of the go-to person in the team.