Ryan Walberg

As the engagement lead and product portfolio manager for a prominent fintech company in New York, I keenly discerned systemic challenges impeding the potential of our product teams.

I proactively proposed a precisely targeted cross-functional consulting endeavor aimed at dissecting these challenges and devising bespoke solutions. With resounding endorsement from senior leadership, I expertly choreographed a dynamic six-week engagement. This intensive process encompassed exhaustive discovery workshops, collaborative ideation sessions, rigorous data analysis, and strategic synthesis.

The culmination of our collective efforts yielded a comprehensive set of recommendations meticulously fortified with actionable implementation strategies. This bespoke roadmap not only paved the way for transformative evolution but also empowered the client to achieve unprecedented levels of operational efficiency and strategic alignment.

Tasked with spearheading the modernization of a major US utility’s field force operations, I assumed a pivotal role in driving product development within a diverse portfolio. As the lead, I not only managed the business stakeholders but also orchestrated a dynamic product development strategy.

My responsibilities extended beyond conventional product management. I fostered an environment conducive to the success of our product development teams, providing guidance on product strategy, outcomes, and roadmap. This hands-on approach ensured that our teams were well-structured, engaged effectively, and excelled in product discovery and innovation.

One of the key achievements was expanding our engagement with the client. By conducting comprehensive stakeholder analyses and pinpointing their specific needs, we formulated robust business cases and communicated them strategically. This, coupled with meticulous business value case development, ensured that our product endeavors yielded substantial, sustained returns on investment. This initiative not only achieved exceptional product outcomes but also contributed significantly to the utility’s overall growth and operational efficiency.

Under my stewardship, I orchestrated the establishment of a product team rooted in the Empowered Product Team model. This marked a pivotal shift, transforming our organization from one predominantly focused on engineering to a dynamic, product-centric entity.

To ensure the success of this transformation, I meticulously devised onboarding and professional development strategies. These initiatives empowered junior product professionals to evolve into high-achieving contributors, both to their respective products and the collective product team.

However, this endeavor went beyond mere structural changes. It necessitated a comprehensive change management campaign that fostered strategic alliances across the organization. Through targeted efforts, we transitioned from a sales-centric entity to a product-driven paradigm. This transition was underpinned by a deepened understanding among business stakeholders, engendering advocacy for our product-first approach. The result was a seamless integration of the product function, poised to drive transformative outcomes for the entire organization.