Cindy Goulden

Vulcain is a startup. I came on board to lead the product organization. The initial priority was to understand the market, the competitors, the potential markets we can serve, and their needs. Once that was completed, positioning could be created that helped articulate the overall benefits of the platform. At the same time, we needed to establish branding for the company. I worked with a graphic artist to put together a complete brand book.

This project was challenging because it was a whole new industry, Causal AI. Looking at the organization with fresh eyes helped tremendously in this case. The output provided to the organization has been leveraged to sell the solution to some very large enterprises.

The Vulcain Claim Leakage Detection solution automatically, in real time, identifies potential fraud in claims data. Machine learning reveals the causes of claims, enabling corporate domain experts to focus on problematic claims. As new types of leakage are identified and confirmed by client domain experts, they are automatically integrated into the Vulcain Claims Leakage Detection product. Real-time machine monitoring of claims combined with supervision by client experts delivers continual fraudulent claim identification while clearing the prompt payment to legitimate claimants.

My role in this initiative was to perform necessary market research, understanding the business needs, the buyer, and what keeps them up at night. From there, I created a whole product offering and subsequently the appropriate epics. After reviewing the epics with the development team, I broke them into stories. We then followed the regular sprint cadence to build out the solution.

Simultaneously, I created sales collateral and internal product documentation. Pricing was also established as part of this initiative.

The gift and loyalty solution was complex and required much heavy lifting on the client's part to implement and maintain the solution. This project focused on making the solution more self-serve and user-friendly. Allowing for configuration rather than customization. A new user interface was created along with new, standard modules that enabled a shorter implementation time and less maintenance.

While in the role of a support manager, I worked with leadership to outsource developers and establish new development processes to stabilize a legacy TPM solution to assist in customer satisfaction. I was brought on because customers were not happy and ready to churn. This exercise of establishing client relationships and increasing the stability and performance of the solution helped, and not only did customers not churn, but we brought new customers on board. This was all done while managing the support team and some very demanding customers.

Took our enterprise solution and performed market research to determine the needs of small business clients. From those needs, I outlined the requirements and worked with the marketing to create positioning and sales collateral. I also worked with the product and development teams to create a prioritized roadmap and development plan to execute the roadmap. We facilitated all the go-to-market activities to launch this new small business offering.

I owned the market research for this new market to determine the manufacturer's needs on which I created problem statements and subsequent features to solve their problems. The solution was validated with the market, and the appropriate product positioning for each buyer persona was created. I also made requirements based on the minimum viable product and outlined those requirements as user stories by persona. I worked with the development team to create the product roadmap and release plan and followed the Agile development methodology to develop a new solution. Finally, I outlined the go-to-market and sales readiness plans, oversaw the beta testing phase, and released the solution to the general market.