V810 Series Development and GTM

I worked with the project sponsor and engineering team lead to create a project charter. From there, I collected requirements and organized them into CFS (core feature set) documents. I worked with the sales team to collect requirements from our customers by using Organizational Process Assets (templates) that helped us translate the customers’ requirements into a succinct document for the engineers. Then I worked with the engineering team to define activities and build a schedule for development, design, testing and certification and go-to-market. Once the project began executing, I monitored the schedule and budget to determine if and when any necessary changes needed to be approved. As the project continued, we were able to deliver prototypes and samples to the customer as the software was developed. I managed communications between the customers and engineers as the customers tested their samples. This allowed me to monitor and control the project quality and determine whether we were meeting customer requirements. It also enabled change to the customers’ requirements as their needs evolved over time. As customers approved the final device, I managed communications for approvals and approval documentation.

 

Once the device passed certification, I created a schedule for GTM (go-to-market). This included defining and sequencing activities for creating our sales boxes, sales materials and sell-in strategy. I managed the schedule to ensure on-time delivery of the initial product sell-out. I controlled for quality by continually engaging stakeholders to ensure their preferred features were called out when designing the sales materials. I managed communications between the sales team, logistics team and end-customer.