Elliot Stoll

The client is a startup that was recently spun out of a pharmaceutical lab to monetize its internal documentation tool. I was brought in to review the initial gathered product requirements documentation to help the CEO triage the product requirements and create formal requirements documentation ahead of version 1 of the product.
I worked closely with the CEO to define the requirements that the company's first client had asked for and incorporate those into the product version 1 requirements. Once the version 1 documentation was complete, I worked to define the initial SOPs and company-wide documentation templates for SOPs, policies, and change control.

I worked as a project manager, UX consultant, and content manager for Dell World 2015, collaborating with the team at Dell Global Events and Dell Experiential Marketing, helping to successfully launch and then maintain the event site through the event and into a post-event phase.

The following year I was expecting the same, but Dell merged with EMC and, at the last minute, decided to re-brand the event as the first-ever Dell EMC World. I worked with the design and development team to re-factor the site and re-launch.

The Dell EMC team moved the conference site into their internal CMS for Dell EMC World 2017. I was then brought in again to lead the development team for the re-branded Dell Technologies World 2018, where we worked with the design team to change the branding on an even tighter timeline.

My team was invited back for DellTechWorld 2019 and 2020, which presented all-new challenges. After being delayed for six months, the event went virtual, and we had to put together a brand new site for 2020.
For 2021, the event was held on a regular schedule, meaning we turned the site around in six months instead of a year.

Shortly after the merger of Dell and EMC, my company assisted with building the Dell EMC Events site that would manage events globally.

I worked with an international team of stakeholders across the Dell and EMC organizations to define requirements for events of all sizes and create a data structure for all content types.

Working with members of both Dell and EMC organizations and coordinating with creative agencies and international vendors, I helped define the workflow for international teams to get their events from the legacy event manager to the events site.

I worked with the design team to ensure that the site design was user-friendly and that all design aspects would be built on time and within budget.

I then acted as project manager for the development team, defining tasks for front- and back-end developers, including defining an API and endpoints for other teams in Dell EMC to pull event information to display internally.

Working directly for the leadership team, I was tasked with creating an initial product offering lineup. I worked closely with key stakeholders to identify features and document the full set of requirements for the initial product launch. I worked closely with the engineering team in the product development phase to turn initial prototypes into products that met all requirements.
While this happened, I worked with the marketing team as they defined the brand and style guide and wrote documentation and marketing copy for the website.

I wrote initial product manuals and product training documentation and reviewed and approved all packaging and marketing materials.
I created the packaging and order fulfillment processes, set up a new order fulfillment facility, and trained new employees on these processes.

In 2012 and 2013, network cameras for surveillance were gaining traction in the US video security market. At that time, setting up a recorder to connect to and capture network cameras required manual network configuration of both cameras and recorders. Our leadership team identified this technical configuration as the issue preventing the adoption by SMBs, and I was tasked to create and launch a pre-configured kit.

I took the product requirements from the leadership team and designed the kit based on an analysis of sales of cameras together with recorders through specific channels.

From there, I worked with the engineering team to create custom configurations and determine a user-friendly way to install them on recorders and cameras. I built production processes, wrote manuals and technical documentation, sales briefs, and product descriptions, and sourced packaging for the kits.

Ultimately, the product was a failure; The high cost of the new technology meant that the adoption of IP cameras was still years out. However, this project was a highlight because we launched on time and within budget, despite incredible time and budget constraints experienced during our product development phase.

Working with the Director of Product Management, I restructured OpenEye's camera part number schema to a new structure that would be more intuitive for internal stakeholders.
I worked closely with the DPM to refine this idea, and once we were both satisfied with the schema, I wrote a presentation deck to bring this change to the executive team and get C-Suite approval and buy-in.

Changes were then taken to the product engineering group and the support team for feedback before finalization. Once fully approved, I wrote a sales brief for wide distribution and worked closely with the training manager to incorporate the change into sales and service training and support training.

I also briefed the sales engineers and made myself available to the sales team for additional training to ensure the changes were successful.