亚历山大Schwertner

My client's engineers developed a prototype for an open, 联邦数字身份产品, 没有任何产品经理的参与.

I was brought in by the executives to finalize the product and launch at a predetermined date. I caught up on the previously omitted 产品开发 work, 包括用户流和流程分析, 基本用户体验设计, 起草合同和治理策略文档, 生成的网站副本, 产品定价, 还有进入市场的计划.

作为实际产品发布的一部分, I gave product presentations and held implementation workshops at two tradeshows.

不断变化的市场动态要求客户公司从技术基础设施运营商转变为创新者, 市场和客户驱动型组织. Executives realized that despite the best efforts in the past, they were not able to make progress towards meeting their strategic objective. 我的任务是提出一个关于如何在组织中引入产品管理的建议.

An analysis uncovered that current processes were largely Waterfall, without any representation of customers and only limited consideration of business objectives. I developed a comprehensive proposal analyzing the status quo, 关于敏捷组织的教育, 产品管理, continuous product discovery and delivery processes, 并建议如何将产品管理实践引入组织(包括工作简介), 团队结构, 招聘计划, and a strategy on how to approach and communicate the change process to the organization).

我的客户——一家云和托管服务提供商——已经完成了数十次收购，并且面临着高度分散的域名配置结构, 多个品牌之间存在重复的供应商关系和后端api，并导致不利的采购和运营成本结构. I was asked to provide a plan to save costs and consolidate vendor relationships.

一项分析表明，客户当前的基础设施在品牌之间高度孤立，部分受到技术债务的困扰，几乎没有机会在品牌之间共享后端供应.

I came up with a concept for a target architecture to consolidate domain management in a shared, microservices-based infrastructure accessible to all brands, allowing to consolidate vendor relationships and improve purchase costs. 勾勒出一个过渡, 我建议使用阶段性的概念验证计划来接近实现，该计划将交付具有增加复杂性的目标元素，并允许在此过程中进行迭代和调整.

I created a concept 商业计划 for a new consumer-facing hosting brand. 这项工作包括市场分析, 产品开发, 用户体验方法, 详细的商业计划和P&L，以及进入市场战略.