Vasion
From shipping features to solving customer problems
Rebuilt a product organization around customers and outcomes, from zero customer conversations to ten a month per squad, while sustaining 40% annual growth in the core business.
The problem
As VP of Product, I inherited a product organization that ran like project management. PMs collected requirement lists from internal stakeholders and executed them, and roadmaps were mostly a backlog of bugs and ticket fixes.
What I did
- Built the team for the change. I grew the product org from about 22 to nearly 30 across product management, product marketing, and UX, hiring PMs who could lead the shift.
- Coached a new way of working. I coached the whole PM team in jobs-to-be-done, so work started from the problem the customer was trying to solve, not from a stakeholder’s list.
- Changed what we measured. I built a KPI framework that moved team metrics from engineering output to customer usage and outcomes.
What changed
- Each product squad (PM, designer, and tech lead) went from zero customer conversations to ten a month.
- Roadmaps started from the problems customers were trying to solve.
- All of this happened while we integrated an acquired product into a new automation platform and sustained 40% year-over-year growth in the core business.