Laying the foundations for a growth team
Impact
Our groundwork on processes and agreements allowed the fully staffed team to deliver two key projects shortly after as well as influenced team process throughout the org
Company
Role
Product Design Lead
Responsibilities
Process
Team working agreements
Team
Product Manager
Year
2021
The problem
New team, no established process for team operations, stakeholder identification, or information access
The approach
We prioritized for quick go-to-market strategy, optimizing for feasibility, reduced complexity, and performance targets for real‑time playback
Challenges
Limited team resources
Identifying a reporting and working structure
We documented key stakeholders from design and product to streamline feedback and review processes.
Establishing a high level set of working processes
Together with input from another Product Manager that I was working with, the Activation team’s Product Manager and I met together to review initial workflows that she had put together. I was able to contribute to this process by outlining phases centered around internal problem alignment, stakeholder alignment, having a clear hypothesis or opportunity statement, how we might use research and discovery methods to validate or invalidate our hypothesis, aligning around a v1 experience (or MVP) and outlining clear product requirements for engineering, and lastly, how we would measure success.
Additionally, we outlined how we would ideally work with our Engineering team mates to help them understand goals and have enough time for conducting technical spikes and investigation for more complex items. We documented this process in Miro and made it available to everyone in the company.
