To accelerate the largest sales opportunity in our pipeline, I agreed to lead a spirited, product-oriented discussion with the prospect free from any heavy sales pressure.

The Product Decision: Demonstrate an impressive pace of innovation through a series of past accomplishments and future intentions and encourage the customer to weigh in on the ongoing roadmap priorities.  

After disappointing results from my previous attempts to stall the momentum building around this "must-have" component, I decided it was time to break out the heavy artillery.

The Product Decision: Use Cagan's Opportunity Assessment to approach this product decision with more rigor and less bias.

In yet another attempt to get out of the building and sit face to face with my customers, I decided to grab a seat in the next customer training session.

The Product Decision: Spend most of the class in listen-only mode but also weave in more interactive, product-focused discussions. 

As we approached the half-year mark, I recognized that I needed to regroup with my internal stakeholders to make adjustments around what we would be delivering for the second half of the year.

The Product Decision: Organize and facilitate a product strategy summit with all the department leaders to revisit and rebalance priorities.

After inheriting a weathered product roadmap whose years of wear and tear had been the source of chronic problems for our company, I decided to fortify its very foundation.

The Product Decision: Repair the roadmap infrastructure.

In accepting a PM position with an organization that had no central place to capture and prioritize product-related requests generated from each department, I decided to pull together the lists from all the stakeholders into a common forum.

The Product Decision: Use Trello to pull together the wish lists from all the stakeholders into a common forum.