Nexus Product Group was founded to instill confidence and facilitate success for organizations and individuals in the ever-evolving Product Management landscape. In short, we help Product Management teams operate more effectively, delivering better outcomes for organizational targets and individual careers.Nexus Product Group offers a comprehensive range of Product Management Services, including Consulting, Team Augmentation, and Coaching. We provide expertise in Product Management and a personalized approach to meet each client's unique needs. Whether you’re a Product Executive, a Product Manager, or an aspiring Product Manager, our assortment of services boosts your chances of achieving your desired outcomes.

Nordstrom’s Product Management leadership team selected me to lead a critical merchandising Product team to elevate product management operations and improve merchandise margins.I seized the opportunity to impact business results significantly and introduced the Product Management Lifecycle Framework (PMLF) to the Merchandising Product Management team. Customizing the PMLF to the Nordstrom environment, I evangelized the model and influenced team adoption.The most rewarding piece involved seeing the framework in action and hearing from Product Managers about how PMLF positively impacted their effectiveness in their role. As a product expert and trusted advisor, I continued to guide the evolution of the Product Management operating model.PRODUCT MANAGEMENT CHALLENGESInexperienced Product Management teamGeneral lack of process consistency and directionLack of communication and transparencyLack of systematic controls led to significant inventory overagesPrevious EBITDA erosion• Guided the Product Management team shift to an aligned, collaborative team focused on delivering high-value technology solutions and controls.• Increased the merchandise supplier profitability margin by $50M over 3 years.• Improved overall company profitability (from prior $91M erosion in EBITDA).• Developed and executed a comprehensive product management strategic plan and tailored the PMLF to the operation and culture.• Opened the lines of communication, built partnerships, and influenced cross-functional engagement, ensuring alignment with business objectives.• Launched leadership team review board, establishing buy-in across the disciplines.• Rolled previously siloed metrics into micro and macro KPIs, building connection and accountability into performance measurement.• Guided development of the HR Talent Framework for Product Managers to align with metrics and inform performance evaluation processes.

As the Principal Product Manager, I drove commercialization for a new healthcare analytics solution in an intense, rapidly emerging market (due to the Covid 19 Pandemic). Between the market and the new solution, we were constantly fighting fires and solving complex problems. These problems required diversity of thought. Reaching across multi-disciplinary boundaries, I cultivated collaborative efforts and encouraged creativity and innovation. Together, we made it happen.• Delivered 4 large qualified sales prospects within 6 months, leading the development and execution of a new product launch strategy.• Guided teams through the entire commercialization process, from product concept to go-to-market launch, and leads development.• Increased client adoption x 5, involving and integrating cross-functional teams and creating subject-matter experts.• Identified the need for thought leadership documentation and communication, informing multi-channel marketing campaigns and improving results.

This role provided a unique opportunity – to lead the company’s longest-running product portfolio and to develop the pricing and packaging model for a new growth product – Community Insights. I came to NRC Health to accomplish 3 main elements supporting the new product line:1. Lead cross-functional assessment of the User Experience and inform next steps. 2. Build product line marketing capture strategy aligned with business objectives.3. Identify and plan ongoing product innovation.I quickly learned about the product line and began building key stakeholder relationships.• Guided the end-to-end UX discovery project and listened to the needs and concerns of Clients, Customer Success, and User Experience teams, cultivating partnerships.• Increased NPS scores and efficiency. Identified gaps and built new capabilities and features.• Led Executive team collaborations and developed and executed the go-to-market strategy. ­ Forecasted 5-year growth potential: $10M in ARR.• Developed internal communication and engagement strategy to educate teams on product value, aligning the workforce to customer ROI.

Leadership from my previous role requested my assistance in an Ascent Factory client startup, and I was thrilled to consider how product management could bolster the company. True to my nature, I accepted the opportunity to impact a startup positively, and I was excited about the challenge. I quickly got up to speed on the progression of the product and positioning and formulated a plan to help the company move forward. The first step involved securing the necessary funding to move forward. • Focusing on ROI, advised the Executive team on technology investment strategy and options.• Built and implemented the company’s first Product Management foundation, the strategy, vision, and roadmap.

Aha! was already a recognized, best-in-class technology organization known for successfully guiding clients to new levels of organic growth. This was a golden opportunity for me to engage with many client companies and leaders, ranging from early startups to Fortune 10s. I thoroughly enjoyed building partnerships with each company and learning about their processes and operations. In turn, this gave me the information I needed to offer our platform as a strategic business transformation tool to help improve overall results and the bottom line. In tandem, I helped each client understand how to improve their processes to leverage the technology we implemented better and ensure enduring ROI.I came into Aha! as a Product Management expert hired to improve the quality and overall effectiveness of their enterprise solution implementation process and, ultimately, to boost sales revenue through increased client satisfaction. • Orchestrated 9 enterprise solution launches representing $420k in total ARR, leading teams in best practices.• Coached, mentored, and trained new Product Management teams, aligning efforts to the methodology, business goals, and customer focus.• Led product training and product demonstrations and closed $1M+ in net new ARR.• Identified key opportunities to increase product utilization and customer satisfaction. Coached teams to leverage Product Management expertise in customer communications, creating cross-functional front-line product experts.• Built productive relationships with executive sponsors, product champions, and procurement, influencing subscription negotiations.

A Virgin Pulse company, Welltok represented a new, complicated challenge – a co-development partnership AND a chance to revitalize an underperforming product line (subpar reporting and analytics capability). Specifically, I enjoyed cultivating a strong customer relationship with HealthFitness, to develop and launch our newest reporting and analytics solution offerings. While I had previously ‘partnered’ with clients in product management, this was on a deeper level with greater impact. • Embedded within the client operation and bridging between Welltok and the client, led collaborations to increase product value and customer satisfaction – to build a transformative product for the client.• Coached and mentored the dashboard team to adopt a Product Management mindset and focus on product ROI.• Transformed the entire reporting and analytics offering, leading to the signing of the largest client contract on the company record.

Formerly MEDSEEK, Influence Health supported my growth in many ways, including caring, engaged mentors, multiple promotions, and challenging work. I shifted into product management from software engineering and began developing my knowledge and skills as a Product Manager. As it turned out, my in-depth experience in engineering prepared me beautifully for the product management transition – and added high value to my contributions and leadership.I particularly remember being entrusted with turning around the customer NPS for the company’s flagship product, Empower Patient Portal. Facing resistance to change, I knew I needed to involve multiple teams and leadership to drive the product transformation.• Established the Client Advisory Committee, leveraging a highly engaged executive team and BOD to guide the vision and strategy for the platform’s next-generation development.• Launched a User Experience project in collaboration with an outside firm, Usability Sciences.• Drove the shift from lagging flagship product NPS scores into a revenue generator to scale.