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Coming soon
How I turned a scaling problem into a product and made it a tool for renewal.
Bundle—a virtual soft skills training B2B2C startup—was manually supporting 20+ custom learning program configurations; a stopgap that worked at small scale but couldn't survive the hyper growth trajectory. As customer demand for hybrid programs increased, the internal team faced a compounding problem: say no to customers (renewal and acquisition risk), or absorb an unsustainable operational support load (profitability risk).
We were already doing the latter. Account managers were selectively qualifying customers because the support burden was too high. That meant we were suppressing demand we hadn't yet built the capacity to meet.
The manual programs were also our proof of concept. They were working. Customers who had them wanted to renewed them and the user experience aligned to customers’ own L&D programs. That told us we weren't betting on an unproven idea. We were betting on whether we could build what customers and users already valued at a scale the business could actually support.
End-to-end product ownership across discovery, design, engineering, launch, and post-launch adoption while empowering my product team to support launch execution. I coordinated product, engineering, design, account management, customer success, and the executive team, and I managed the strategic tension between what customers wanted and what our internal strategy team believed we should build.