I was promoted to Manager of Product Management after 9 months with the company. In this role I oversee the Product Management Department, including two Product Managers and one UI Designer. I manage the Product Roadmap for our CRM product based on market trends and internal/external feedback, work closely with Sales and Marketing on strategic accounts and client communications, and coach Product Managers on best practices and assist with requirements gathering, design reviews, story creation, and general product planning and launch activities.

Assisted CTO with the rollout of Scrum methodologies to PM and Engineering teams, including implementing refinements, sprint planning, sprint reviews, and ensuring stories had sufficient Acceptance Criteria. Unified off-shore Engineering team from silos into a cohesive team.Mentored Junior PMs and provided coaching on general PM responsibilities, including creating stories, leading refinements, accepting stories, and prioritizing the backlog.Created and implemented a product launch process to ensure internal resources were equipped to sell, implement, and support new products and features.Created product documentation and training videos and participated in client training webinars. Acted as PM for CRM product and oversaw several large releases, from requirements gathering to launch, including a new texting platform and web chat product.Assisted with the migration from an internal tool to Salesforce and helped create a new Support flow, with a Jira integration.

As Product Operations Manager, I had three primary responsibilities - Launch Manager for twice yearly product launches, Product Manager for all maintenance releases and the defect triage/resolution process, and general gap-filler within the Product Management Department.As the Launch Manager, I oversaw the cross-functional activities necessary for twice yearly launches. This included working closely with the multiple Product Managers contributing to the launch, Marketing, Engineering, Professional Services, Customer Support, and Sales to ensure the product itself was ready for launch and that everyone knew what they need to know and had what they need to have in order to sell, implement, and support the latest version of the platform. As the Product Manager for all platform maintenance processes and releases, I worked closely with our team in India to oversee and improve the process of analyzing base defects reported by customers and releasing fixes. This included prioritizing the backlog, monitoring throughput, acting as a liaison between customer-facing teams and Engineering during escalated defects, and overseeing our monthly maintenance releases as well as ad-hoc patch releases. I also created and maintained monthly metrics to track the results of process improvements and adherence to process. As general gap-filler within Product Management, I owned several processes such as updating the Price Book, working with Legal on Master License Contract updates, managing product release announcements, and managing material to support our total product offerings, including a product compatibility matrix.

I oversaw sprint activities including Story Grooming, Sprint Planning, Sprint Retrospective, and Sprint Review and worked closely with the Product Owner to manage the backlog by creating new user stories, breaking epics and features into user stories, and prioritizing stories. During sprint execution, I ensured all dependencies were known and communicated within the team, acted as a liaison between the team and the Product Owner, and identified and helped resolve blocking issues. In that role I also acted as a project manager for each release and oversaw 3-4 major releases of our product and around 5-10 hotfixes each year.

When a client used our product as their Legal Spend and Matter Management system, their outside counsel also used us to submit invoices to the client and collaborate on items like Timekeepers and Budgets. As a Law Firm Program Analyst, I worked directly with corporate clients and our Professional Services team to coordinate the implementation and support of these law firms. I was the subject matter expert for the product used by law firms and became the go-to person for anyone within the company that had questions about the services we provided to firms. This included supporting our Sales team and meeting with prospective clients during the sales cycle.

Once a client was live and actively using our system for Legal Spend and Matter Management, I was the client's point of contact for all questions and issues related to the support of their law firms. I was also the escalation point for our Law Firm Customer Support team. As Client Specialist, I also oversaw system operations at a high level. I monitored the flow of electronic invoices through our system to identify issues with invoices being delivered to the client, and monitored certain scheduled jobs required to allow firms to submit their invoices. If I saw a problem with invoices being delivered or with the scheduled jobs, I would coordinate with the appropriate departments to troubleshoot and resolve the issue.

I worked in a call center environment and provided support to law firms that were using ShareDoc to submit invoices to their corporate clients. This involved getting new users registered and trained to submit invoices and troubleshooting issues they reported.

I worked with new law firms and assisted them with getting setup to submit invoices electronically to their corporate client. This included helping them register on ShareDoc and training them on using the site to submit invoices. Firms would also send me a test invoice in the LEDES1998B or LEDES1998BI format that I would review and verify for compliance against the client's requirements.