I had the opportunity to work on three product launches, including the DL10 Smart Lamp, which became a highlight of my time there. For the DL10, we managed to deliver the MVP (Minimal Viability Product Report) 16 days earlier than planned, setting a standard for efficiency and collaboration within the department. By adopting agile practices and bridging communication gaps across teams, we ensured that the features prioritized during development aligned perfectly with consumer needs and market expectations. What stood out to me was how this collaborative effort allowed us to move faster without compromising quality—something that truly reshaped the way we approached the following product launches.
Data plays a huge role in the success of these products. I led our A/B testing campaigns that gave us clear insights into messaging and positioning. These insights not only improved the way we marketed the DL10 but also increased sales conversions by 30% and boosted our overall market share by 20% across competitive markets in the US and Canada. This data-driven approach extended beyond traditional B2B strategies. I worked on expanding our smart home technology into the B2C metropolitan sector, a relatively untapped market during the mid 2010s. By targeting potential distributors with tailored messaging and creative campaigns, we saw a noticeable increase in market presence in this space, through Amazon Central. What made this expansion unique was how we analyzed consumer preferences with high volume distributors first, placing a majority of our marketing budget to social media and amazon offsite promotions. This created a ripple effect where amazon, with the largest consumer base, would find our products first when searching ‘smart-home’ products, updating CPC (cost per click) and ads weekly.
Throughout these launches, I found myself constantly navigating between Quality, Engineering, Sales, and even executive leadership teams, ensuring that our teams was aligned and working toward the same goal. Utilizing automation tools like Asana and CRM platforms, I streamlined our deliverables and minimized interrupting channels of communication, which proved critical in managing pilot programs and early feedback loops. The result wasn’t only successful but also a stronger connection between the brand and its customers.
Strategic adjustments like fine-tuning our (GTM) go-to-market campaigns and building customer personas have such a tangible impact. By tailoring our strategies for both B2B and B2C users, we exceeded them. Alongside improving product adoption, this effort was definitive of our overall brand presence, reducing churn and increasing retention.
The importance of balancing creativity, with data and collaboration, with efficiency was an experience that shaped how I approach product management and marketing today, always with a focus on consumer-centric solutions, actionable insights, and the results of a well-coordinated team.