As $600M Medical Device business grew, it becomes exponentially more important to understand how each product group was performing financially, was it aligned with a growth plan, and is it mutually strategic to customer and the company. My task was to create a team, strategy, process, standard work, metrics and then manage.

Critical part of building a product management organization was to first build a dedicated leadership team. These individuals then helped drive creation of the processes, standard work, and metrics. To execute within 5 months, we had multi-functional teams working concurrently with consulting experts utilizing world class tools and Kaizen events.

We concentrated on 4 key business aspects: creating product/market strategy, driving technology and innovation, flowless NPI execution, and then product P&L management. With this focused team approach we launched the organization and metrics and were able to see results within 6 months of implementation.

6% Revenue and 12% EBITDA growth while no new customers or products were added, and simultaneously 5.5% of non-value adding products were divested form the overall portfolio.