Jared Hall, Product Manager in Midland, TX, United States
Jared Hall

Product Manager in Midland, TX, United States

Member since February 24, 2020
Jared is a pragmatic visionary and leader developing B2B SaaS products utilizing Agile frameworks with over 15 years of experience in product lifecycle management, sales enablement, innovative solutions, value creation, and global team management. Decisive and motivating with a collaborative approach to solving valuable problems, Jared can derive creative, commercial solutions that meet market needs, create customer value, and achieve client objectives.
Jared is now available for hire

Project Highlights

  • Generated $6 million in annually recurring revenue by launching a new product line, Revenue Optimization, from design thinking ideation through product development and complete with a virtual sales playbook and go-to-market messaging.
  • Leveraged a network pricing framework to accelerate the adoption of multiple airline ticketing as part of the airline industry digital transformation.
  • Implemented platform analytics to inform the product plan investment and highlight industry best practices for travel product retailing, distribution and fulfilment.

Expertise

  • Competitive Strategy
  • Innovation
  • Problem Solving
  • Product Analytics
  • Product Lifecycle Management (PLM)
  • Product Strategy
  • Travel
  • Voice of the Customer

Employment

  • Director of Product Management

    2015 - 2020
    Sabre Corp.
    • Solved the client revenue problem with the launch of the Revenue Optimization suite in a $2.5 billion market. It is an innovative approach to airline/travel agency relationship management.
    • Closed 120+ product sales by leveraging instrumentation analytics to quantify value and guide roadmap priorities. Proved the value of revenue-generating solutions with customer data.
    • Secured three beta partners through the voice of the customer product advisory board for innovative platform analytics, defined process performance metrics, and introduced journey analytics.
    • Launched the beta version of the Agency Managed Commission (client-to-client contract automation) with eight travel agencies as a test of minimum viable product feature set and value-based pricing.
    • Led the first product team to migrate a data product to the cloud (AWS platform).
  • Director of Product Marketing and Innovation

    2012 - 2015
    Sabre Corp.
    • Increased customer revenue by $30 million through the launch of the Revenue Optimization concept with a key client.
    • Reduced product development and QA costs by 20% by implementing visual requirements (center of excellence).
    • Published a white paper, defining the compromise between airline and travel agency revenue agreements.
  • Manager of Retailing and Distribution Platform Pricing

    2011 - 2012
    Sabre Corp.
    • Maintained 100% compliance for industry regulatory updates.
    • Oversaw an $80-million business with a joint venture partner in APAC.
    • Coordinated product consolidation as part of a $400-million merger and acquisition deal.
  • Product Manager

    2002 - 2011
    Sabre Corp.
    • Generated $4.5 million in annual recurring revenue by introducing a new pricing structure based on the network effect of interlining air carriers.
    • Closed deals for digital value management solution with two large airlines as part of their hosting agreement renewal.
    • Completed the digital transformation of multi-airline ticketing through release of network digital communication protocol.
  • Mechanical Engineer

    1997 - 2002
    Peco Facet
    • Delivered a $3.1-million filtration system on time and under budget.
    • Modeled proprietary closure technology and analyzed for potential failure points using finite element analysis.
    • Removed 5% of costs from an established filtration product line.

Project History

  • Revenue Optimization
    Generated $6 million in annually recurring revenue by launching a new product line, Revenue Optimization, from design thinking ideation through product development and complete with a virtual sales playbook and go-to-market messaging.

    Airlines and travel agencies have long struggled with their commercial relationships, specifically the flow of commissions and utilization of discounted rates. Due to the complexity of the contracts, agencies have underutilized commissions and discounted fares as a source of revenue. Airlines have not generated the expected purchase behaviors of travelers as a result.

    As the director of product management, I led my team to accomplish the following:
    • Identified the problem space and articulated the market problem.
    • Designed an innovative solution in conjunction with engineering and architecture.
    • Defined a prototype to test the solution with key clients.
    • Established an MVP feature set and prioritized backlog.
    • Delivered the MVP for beta testing with key clients.
    • Managed the release of continued enhancements and backlog items.
    • Created a value proposition and market-facing materials.
    • Closed deals with 120+ clients over three years.
    • Generated $6 million in annually recurring revenue.
    • Enhanced the marketability of the broader Sabre platform through differentiation.
    • Implemented value-based pricing, a first for Sabre.
    • Embedded analytics into the solution for continuous improvement through machine learning.

  • Airline Digital Transformation Through the Interline Electronic Ticketing Hub
    Leveraged a network pricing framework to accelerate the adoption of multiple airline ticketing as part of the airline industry digital transformation.

    Airlines had primarily completed the internal ticketing digital transformation. Still, they were struggling to finish the migration of the final 10-15% of tickets represented by interline or multi-airline ticketing, preventing the realization of the benefits of transformation.

    My colleagues at Sabre had developed the technology for airlines to exchange, digitally, the data required to enable fully electronic ticketing. The solution suffered through slow market adoption and costly deployments.

    After assessing the situation through interviews with current and prospective customers, I learned that the value proposition was not clear, pricing was an adoption detractor, and internal organizations did not see the potential of the technology to address customer needs.

    To solve the market communication problem, I rebranded the solution as the Interline Electronic Ticketing Hub. I then revamped the value proposition as a network-enabled tool to complete the digital transformation. I aligned the pricing with a growth and network go-to-market approach, which rewarded key clients that brought scaled adoption to the solution.

    The result is a digitally transformed airline ticketing environment and total contract sales of over $25 million.

  • Insights from Platform Analytics
    Implemented platform analytics to inform the product plan investment and highlight industry best practices for travel product retailing, distribution and fulfilment.

    Travel agencies that are utilizing distributed sales teams struggle to identify and align around marketing, sales, servicing, and operating best practices in an ever-evolving technology landscape. Sabre lacked product utilization insights to drive platform investment decisions that would optimize research and development spend.

    As the director of product management over data and analytics products, I initiated a product advisory board with a commission to inform Sabre's product plan and identify best practices in crucial processes involving the Sabre platform.

    Following a Lean product framework and the guidance of the voice-of-the-customer data, we—my engineering counterparts and I—accomplished the following:
    • Identified the top six problem areas.
    • Prioritized the solutions based on technical feasibility and customer need.
    • Delivered customer-facing code after each sprint during the sprint review with advisory board participants.
    • Implemented the first journey analytics framework on Sabre data.
    • Developed a customer-facing prototype that solved for the six critical areas within 12 sprints.
    • Signed three customers to a pilot contract before COVID-19 hit the travel marketplace.

Education

  • Master of Business Administration (MBA) degree in Business Administration
    2001 - 2003
    Texas Christian University - Fort Worth, TX, United States
  • Bachelor's degree in Mechanical Engineering
    1990 - 1997
    Brigham Young University - Provo, UT, United States

Certifications

  • Certified Scrum Product Owner
    NOVEMBER 2017 - NOVEMBER 2019
    Scrum Alliance
  • Leadership Evolution
    JULY 2012 - PRESENT
    FranklinCovey
  • Pragmatic Marketing Certified
    OCTOBER 2007 - PRESENT
    Pragmatic Institute

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