When I was first assigned as Project Manager to Cue Health it was presented as a 4 page eCommerce website built on Shopify. What wasn’t mentioned was that Cue was about to go public on the stock market and that this was the beginning of their products access to the public. Their app utilized the same Shopify backend and that I would be running the technical web team for Cue. This put me face to face with the company CEOs and marketing team at the most vital time of their business growth plan. The pressure was high for all of us but as usual I just made myself comfortable and started with a sustainable development strategy.
I knew fairly early on that I was fulfilling more of the eCommerce Product Manager responsibilities. I was working side by side with the App eCommerce PM in identifying a strategy to building all necessary functions that would span across the two experiences. This included the user verification and personal data. The app managed all of the customers health data but the web experience was where we collected all necessary information for making purchases. The Shopify build also fed into SalesForce Marketing Cloud for further customer management and communications. We worked directly with the marketing team in identifying and managing all data and phases of the purchasing journey. This was vital for the marketing teams to make all necessary adjustments to their messaging strategy.
Throughout the 1 1/2 years that I spent with Cue we had also expanded the web experience to include international customers with language translation and ADA accessibility to a AA compliance level. We built multiple B2B pages that supported the commercial teams ever expanding business strategy. We designed a gated experience with user validation for Health Care Professionals in which they had access to purchase product at a greater discount. All while managing the navigation experience across the corporate web experience and marketing strategy which included partnerships with the MLB, NFL, and even a Super Bowl Commercial.
My management strategy was quite agile to start. We had developed a steady 2 week sprint process which was constantly adjusted when the marketing team had updates or new initiatives. Fortunately we were never behind on any of our deadlines. This was very fortunate as our team was operating quite independently but we were imbedded into Cues infrastructure. When Cue started expanding their teams they had brought in a CTO, CMO, and a head of Product. This relieved some of my direct responsibilities and I was tasked with helping each of the teams gain the understanding of our current web build and product strategy. I had helped the technology team establish their Sentry Error Reporting platform and weave the QA team into the sprint process.
My involvement within Cue also expanded outside of development. I had helped design a Wizard tool for on boarding new commercial customers. We had performed a complete UI exercise across all digital technologies to bring the visual look and feel together. I even helped the commercial team in designing and logistics for a new booth for the HLTH convention in Las Vegas. My goal is always to be as agile as can be. I find myself being more of a Solutions Manager to the business. Regardless of the projects or tasks at hand, I am here to help the business in making the best decisions to succeed