Viessmann: keeping a broad connected-product portfolio pointed somewhere useful
At Viessmann, the work spanned multiple product surfaces, including apps, portals, design tools, connected products, collateral standards, and sales programs. The job was to improve focus, launches, and customer experience across a portfolio instead of treating each product in isolation.
The challenge
The portfolio had real breadth. That created opportunity, but it also meant prioritization, launch coordination, product experience, collateral quality, and regional sales execution had to be managed across multiple teams and product types at once.
What I owned
- Led portfolio-level product work across apps, portals, design tools, and connected products.
- Drove prioritization and roadmap decisions across multiple product surfaces.
- Created launch plans, stakeholder updates, early-adopter feedback loops, UAT plans, and release-readiness workflows.
- Defined US and Canada collateral standards, trade show product selection, and channel sales programs.
- Used user feedback and US/Canada program variants to iterate copy, workflows, launch readiness, and market execution.
What changed
- Improved coordination across a multi-product portfolio.
- Supported launches and growth across digital and connected product surfaces, including five products and $5M in incremental revenue.
- Helped create a more coherent customer experience across the portfolio.
- Drove enough demand through channel programs that supply constraints became a downstream issue.
Why it mattered
This was portfolio and program work in a technical business where hardware, software, channel realities, and customer experience all touched each other.
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