The document discusses transitioning from product management to portfolio management, covering aspects such as financial models, stakeholder collaboration, and product lifecycle assessment. It emphasizes the importance of defining business strategies, user personas, and market share potential for each product in a portfolio while addressing challenges faced by cross-functional teams. Key considerations include revenue models, usability testing, and market positioning strategies for product success.

1. MOVING FROM PRODUCT TO
PORTFOLIO MANAGEMENT
New Metrics, Stakeholders and Considerations
Julie Anne Reda
VP of Product, FocusVision

2. ABOUT ME

3. WHAT I’LL COVER
• Portfolio Defined
• Managing the Product Portfolio with Finance
• Managing the Product Portfolio with Design
• Managing the Product Portfolio with Engineering
• Managing the Product Portfolio with Marketing
• Defining Business Strategy
• Questions

4. PRODUCT PORTFOLIO DEFINED
• Websters
• In actuality
• Two products
• Two versions of a product
• Products + Add-on Modules
• Suite of Products, Products and Services.

5. MANAGING CROSS-FUNCTIONAL
STAKEHOLDERS
You
Finance
Design
Develop
ment
Marketing

6. WORKING WITH FINANCE
(AKA PRODUCT VIABILITY)
• What’s our revenue model for each
product?
• Do you have a financial model for how
we operate the company and products?
• What are the levers and risks in the
model?
• What’s the perception of each product in
the portfolio?
• Do you have numbers on
marketshare/growth/revenue potential?
Finance

7. BUSINESS FACTORS TO CONSIDER FOR EACH PRODUCT
• Define the Product Development Lifecycle of Each Product
• Is this in beta, growth, sustain, sunset? Where’s the best potential for this product?
• Define Market Share Potential by Product
• Total Available Market – Total Demand forYour Product
• Serviceable Available Market – Based on Current Business Model
• Serviceable Attainable Market - Based on Practical Limits ofYour Business Model.
• High Market Share must be earned or bought
• …what’s the business strategy to get there?
• Growth Rate – Cash to get there (dev+marketing+sales investment)
• Risk
• What’s the risk factor and how do you manage/derisk this investment?
• Payoff
• When do you break even? What’s needed across the org to get there?
• Product Management/Strategy Factors
• What does product need to solve for this product to see success in market?
• What means this product is viable? Is wanted by buyers? Can scale? Where are the big risks in making this work?
Finance

8. ASSESS REVENUE POTENTIAL
Product A – SMB Market
Product A –
Enterprise Market
Product C –
On life support
Product B –
What’s next?
WHAT’S NEXT?
1. What’s your
strategy for each
product?
2. What research do
you need to
establish a go-
forward strategy
Finance

9. FINANCIAL SNAP SHOT
Strengths Collaborative Reel Time Weight
lifting
Customizable
Customer branding,
WOM from cats
Support/
Functionality leader
Support/Proprietary
Platform
Areas of
Improvement &
Opportunity
Instructors too perky.
Can only work on
sunny days during
COVID-19.
Cats don’t like costumes.
Big Dogs break
leashes
No vegan version
Doesn’t work with peanut
butter
Top
competitors
and gap to
their offer
Competitor A
Competitor B
Competitor C
Fulfilling contract obligations
On maintenance
Current state
PDLC & Plan
On maintenance
Under resourced for
growth
On maintenance
Resourced for growth
Product A Product B Product C Product D Product E
People who love the
gym.
Targeted
customers
People who love
restaurants
People who love
cats
People who love
dogs
People who love
chocolate
35% 5% 4%
2% 1%
% Share in revenues
% Growth
3 year
78% (Growth 3yrs) 17 % (Growth 3yrs) -33 % (Growth 3yrs) -11 % (Growth 3yrs)
38% (Growth 3yrs)
Competitor A
Competitor B
Competitor C
Competitor A
Competitor B
Competitor C
Competitor A
Competitor B
Competitor C
Competitor A
Competitor B
Competitor C

10. PRODUCT/PORTFOLIO QUESTIONS –
FINANCE
Finance

11. WORKING WITH DESIGN
(AKA PORTFOLIO DESIRABILITY)
Design
• Design Process
• Design Tools
• Handoffs
• Design Needs
• Challenges

12. DESIGN FACTORS TO CONSIDER FOR
EACH PRODUCT & THE PORTFOLIO
• Define the Product UserTypes/Archetypes for each of the Product
• Do you have product user personas
• Jobs to be Done
• Do you know what job they expect to complete on your product
• Can the users can accomplish taskon the product? How we does this product Solve it?
• What user types or personas are shared between products (if at all)
• Testing Desirability/Usability
• Have you done any user studies on our products to understand how users use our product?
• What do we do well/not do well in each of the products?
• How are our users getting jobs done with competitor products or other means?
• Cross-Platform Desirability
• How desirability is it for our products to work together? What do our users want done with the other
products?
• How do users navigate between products? Do we do this well? Why or why not?
• What do our users want done next in our product? Do we need research to explore this
area? Where?
Design

13. PRODUCT/PORTFOLIO QUESTIONS –
DESIGN AND USER RESEARCH
Design

14. CROSS-FUNCTIONAL STAKEHOLDERS
DEVELOPMENT
• What’s our SDLC
• How do you estimate work across
products?
• How do you Plan? (Short and Long term)
• How do you manage the tech roadmap
and tech debt?
• Do you have a scrum of scrums?
• What about Security/Compliance?
• Data Governance and Privacy?
Develop
ment

15. ENGINEERING FACTORS TO CONSIDER
• Mapping SDLC to PDLC
• User Story and Acceptance Criteria
• What input do you need so that stories are well defined?
• When do you pull in SMEs in engineering?
• Testing Requirements
• Are there testing requirements unique to particular products
• What standards can we apply across the board for simplicity
• Estimating and Planning
• Do you do quarterly planning?
• Do you host of a scrum of scrum?
• How do you balance oversight and independent teams?
• Architecture
• Retros
• Definition of Ready
• User Stories
• Architecture?
• Testing Requirements
• Designs?
• Definition of Done
Develop
ment

16. PRODUCT/PORTFOLIO QUESTIONS –
SOFTWARE DEVELOPMENT
Development

17. WORKING WITH PRODUCT MARKETING
(AKA PRODUCT GO TO MARKET )
• What are the buyer personas you have
for the portfolio of products?
• Do you have value propositions and
position?
• How do we position each of our
products?
• How do our competitors position their
products?
• Is there value in cross-product
integration and cross-sell?

18. DEFINE AARRR FOR EACH PRODUCT
How do customers find us? (Seed message through lead gen)
Team: Marketing, Sales, Brand, Insights
Do customers have a great first experience?
Team: Product, UX, Sales, Operations, Marketing
Do customers come back?
Team: Product, Marketing, UX, Engagement, Operations
How do we make money?
Team: Exec. Product, Sales, Marketing
Do customers tell others?
Team: Product, Brand, Sales, Operations, Research

19. MARKETING QUESTIONS?
Marketing

20. BRINGING IT TOGETHER – ROADMAP
INNOVATION
Strengths Collaborative Reel Time Weight
lifting
Customizable
Customer branding,
WOM from cats
Support/
Functionality leader
Support/Proprietary
Platform
Areas of
Improvement &
Opportunity
Instructors too perky.
Platform stability
Cats don’t like costumes.
Big Dogs break
leashes
No vegan version
Doesn’t work with peanut
butter
Roadmap
Focus
Capture Market Share
New Module for Automated
Delivery
Referral program
Fulfilling contract obligations
On maintenance
Current state
PDLC & Plan
On maintenance
Under resourced for
growth
On Sustain
Resourced for growth
Product A Product B Product C Product D Product E
People who love the
gym.
Targeted
customers
People who love
restaurants
People who love
cats
People who love
dogs
People who love
chocolate
35% 5% 4%
2% 1%
% Growth
3 year
78% (Growth 3yrs) 17 % (Growth 3yrs) -33 % (Growth 3yrs) -11 % (Growth 3yrs)
38% (Growth 3yrs)
Streamline Operations Differentiate on portfolio
Innovation
Switch to cheaper
suppliers
Cloud based
upgrade
Drive CX innovation in
onboarding
Swap instructors.

21. QUESTIONS?

22. BUSINESS INNOVATION