I had the pleasure of working with Dana for almost 4 years when we shared responsibility for R&D leadership, Dana as the VP of Product management and I as the VP of product development. During that time Dana instituted a rigorous business driven road-map process that prioritized business value into all of our product direction decisions. She facilitated cross department communication and accountability for our releases with a process that insured that all stakeholder departments were informed and prepared for new software releases. In our last year of working together we set up a major R&D operation in India where Dana implemented her product management methodology and trained a new group of product managers.

Dana worked for me while I was the CTO (including running Product Management) at Newscycle Solutions (now Naviga) from 2013 thru end of Q3 2018 when I left Naviga. Initially, I hired Dana as a Director of Product Management to lead the Commerce applications product management team. Dana owned strategy and direction for the entire multi-product Commerce pillar. Dana exhibited leadership, integrity, teamwork, and customer commitment while owning budget, roadmap, and product delivery within the Product Management organization. Dana was critical to the organization in a broader capacity even outside of her leadership of the Commerce pillar. Examples include managing the company roadmap process, creation of Client Advisory Board (CAB) and of course close coordination with engineering, QA, sales, and the other Newscycle/Naviga executive and team leaders. As Dana was driving cross company initiatives related to the annual company roadmap, growth strategy initiatives, and driving communication and interactions across all areas of the company, I promoted Dana to the VP of Product Management responsible for all product managers, directors, and scrum product owners across the team and for all Newscycle/Naviga products. Dana gathered, created, owned and presented the annual roadmaps, budget reviews, and growth plans the executives and the board at Newscycle/Naviga. Dana exhibited and is the definition of the qualities required by Product Management. Product Management is about Execution. Execution defined as 1) Say what you are going to deliver, 2) Commit to the timeline for delivery, 3) Deliver with better quality each and every time. Then repeat. I relied on Dana and her Product Management team for Execution. I knew when I got a company product roadmap we would Execute on it and it was based on engineering inputs, quality requirements, ROI, market needs, and growth opportunities. Finally, I like to say that software is easy, yet people are hard. Dana handles the personal and personnel side of management in a way that challenges people while at the same time builds and creates teamwork, culture, and camaraderie. Dana will be an asset to any organization she joins.

I had the pleasure of working with Dana for almost 4 years when we shared responsibility for R&D leadership, Dana as the VP of Product management and I as the VP of product development. During that time Dana instituted a rigorous business driven road-map process that prioritized business value into all of our product direction decisions. She facilitated cross department communication and accountability for our releases with a process that insured that all stakeholder departments were informed and prepared for new software releases. In our last year of working together we set up a major R&D operation in India where Dana implemented her product management methodology and trained a new group of product managers.

Dana worked for me while I was the CTO (including running Product Management) at Newscycle Solutions (now Naviga) from 2013 thru end of Q3 2018 when I left Naviga. Initially, I hired Dana as a Director of Product Management to lead the Commerce applications product management team. Dana owned strategy and direction for the entire multi-product Commerce pillar. Dana exhibited leadership, integrity, teamwork, and customer commitment while owning budget, roadmap, and product delivery within the Product Management organization. Dana was critical to the organization in a broader capacity even outside of her leadership of the Commerce pillar. Examples include managing the company roadmap process, creation of Client Advisory Board (CAB) and of course close coordination with engineering, QA, sales, and the other Newscycle/Naviga executive and team leaders. As Dana was driving cross company initiatives related to the annual company roadmap, growth strategy initiatives, and driving communication and interactions across all areas of the company, I promoted Dana to the VP of Product Management responsible for all product managers, directors, and scrum product owners across the team and for all Newscycle/Naviga products. Dana gathered, created, owned and presented the annual roadmaps, budget reviews, and growth plans the executives and the board at Newscycle/Naviga. Dana exhibited and is the definition of the qualities required by Product Management. Product Management is about Execution. Execution defined as 1) Say what you are going to deliver, 2) Commit to the timeline for delivery, 3) Deliver with better quality each and every time. Then repeat. I relied on Dana and her Product Management team for Execution. I knew when I got a company product roadmap we would Execute on it and it was based on engineering inputs, quality requirements, ROI, market needs, and growth opportunities. Finally, I like to say that software is easy, yet people are hard. Dana handles the personal and personnel side of management in a way that challenges people while at the same time builds and creates teamwork, culture, and camaraderie. Dana will be an asset to any organization she joins.

I had the pleasure of working with Dana for almost 4 years when we shared responsibility for R&D leadership, Dana as the VP of Product management and I as the VP of product development. During that time Dana instituted a rigorous business driven road-map process that prioritized business value into all of our product direction decisions. She facilitated cross department communication and accountability for our releases with a process that insured that all stakeholder departments were informed and prepared for new software releases. In our last year of working together we set up a major R&D operation in India where Dana implemented her product management methodology and trained a new group of product managers.

Dana worked for me while I was the CTO (including running Product Management) at Newscycle Solutions (now Naviga) from 2013 thru end of Q3 2018 when I left Naviga. Initially, I hired Dana as a Director of Product Management to lead the Commerce applications product management team. Dana owned strategy and direction for the entire multi-product Commerce pillar. Dana exhibited leadership, integrity, teamwork, and customer commitment while owning budget, roadmap, and product delivery within the Product Management organization. Dana was critical to the organization in a broader capacity even outside of her leadership of the Commerce pillar. Examples include managing the company roadmap process, creation of Client Advisory Board (CAB) and of course close coordination with engineering, QA, sales, and the other Newscycle/Naviga executive and team leaders. As Dana was driving cross company initiatives related to the annual company roadmap, growth strategy initiatives, and driving communication and interactions across all areas of the company, I promoted Dana to the VP of Product Management responsible for all product managers, directors, and scrum product owners across the team and for all Newscycle/Naviga products. Dana gathered, created, owned and presented the annual roadmaps, budget reviews, and growth plans the executives and the board at Newscycle/Naviga. Dana exhibited and is the definition of the qualities required by Product Management. Product Management is about Execution. Execution defined as 1) Say what you are going to deliver, 2) Commit to the timeline for delivery, 3) Deliver with better quality each and every time. Then repeat. I relied on Dana and her Product Management team for Execution. I knew when I got a company product roadmap we would Execute on it and it was based on engineering inputs, quality requirements, ROI, market needs, and growth opportunities. Finally, I like to say that software is easy, yet people are hard. Dana handles the personal and personnel side of management in a way that challenges people while at the same time builds and creates teamwork, culture, and camaraderie. Dana will be an asset to any organization she joins.