Vrenetic, Inc. | Sept. 2019 to recent
I became the head of product after the company was given short notice to deliver key milestones from our main stakeholders. We just had improved our development process by moving from Kanban to the LeSS framework. As a product owner to my Scrum teams, I prioritized four products while managing and onboarding business analysts assigned to each team. Additionally, I communicated with other teams within the company, such as Data, Customer Service, Sales, and Marketing to align distributed efforts to roll-out two new products at the end of 2019 and early 2020. By the end of 2019, Data and Customer Service teams were incorporated into the product organization to maximize the understanding of our users and cohesive execution of user-focused product decisions. I advocated the use of OKRs, Objectives, and Key Results, to increase the overall communication, ownership, and transparency throughout the entire organization. As a product development team, we were able to meet all the milestones up to the end of 2019.
One of the key focuses as the head of product of Vrenetic was motivating the ownership culture within the company through OKRs, moving towards a data-driven decision-making process, and increasing the visibility of metrics and analysis.
Tasks: daily stand-up, communication, prioritization, product review, sprint planning, retros, research, analysis
Responsibilities: mentoring, management, operations, human resources, process, roadmaps, roll outs, stakeholder alignment, accountability