格雷格 is 可用租用

格雷格Prickril

验证专家 in 产品管理

产品经理

位置

德国海德堡

至今成员总数

11月16日

格雷格 is a seasoned product strategy consultant and trainer with nearly 20 years of experience shipping digital enterprise products at IBM, 微软, 和SAP. He is also a global expert on delivering complex products and solutions at an enterprise scale.

项目的亮点

全球产品管理培训和认证

Developed a hybrid-delivery (video/presence) course for digital product managers and delivered it globally (>150 PMs).

投资组合过程定义

Defined and piloted the portfolio process for a global "high assurance" communication system vendor's flagship business unit.

全球公司业务单元的结构化评估

Performed structured assessment of product management organization in key business units for a global company.

专业知识

敏捷业务流程管理(BPM)精益它产品管理产品策略项目组合管理(PPM)Scrum 工作流

工作经验

联合创始人

2019年至今

lebox.酒

从构思到第一笔订单只用了四个月, 建立网站, 安排付款, 和市场营销.
领导商业模式、市场验证和产品定义的开发.
领导网站的发展, 与支付处理器的集成, 电子邮件活动管理, 和更多的.

联合创始人

2019年至今

职业生涯.pm

为所有级别的项目经理实施可扩展的远程指导框架.
亲自指导过数十位产品经理和有抱负的产品经理.
建立了一系列职业发展资源，包括自主学习路径, 在线课程, 主题简报.
指导B2B和B2C创业公司进行产品发现, 商业模式定义, 进入市场策略.

创始人

2015年至今

Prickril咨询

Improved the effectiveness of product management functions at global technology companies.
为客户提供公开和内部的产品管理培训和认证.
Delivered an assessment framework to derive a maturity score for product management organizations.
帮助组织扩展他们的敏捷方法，包括定义投资组合过程.
Developed job descriptions, job hierarchies, and competency models for product management.
设计、录制和编辑大型、复杂的视频课程.
Helped organizations document and improve critical business processes; innovated representation for knowledge-worker-based processes.

新企业孵化部产品和解决方案管理总监

2012 - 2014

AGT国际

Defined process for evaluating new business opportunities using Lean and 敏捷 principles.
就“创新过程”向创新者提供咨询，指导他们完成各个阶段.
Liaised between New Business Incubation Group and Advanced Technology Group to ensure opportunity and technology fit.
Provided coaching for product managers in the technology group to ensure strategic planning and execution.

城市安全和安保解决方案经理

2011 - 2012

AGT国际

Defined strategy for new urban security offerings based on existing assets and competencies. 经过验证的商业模式和机会.
已定义的解决方案细节, 包括要开发的产品, 需要获得的功能和需要提供的服务.
Led product ownership discipline as part of a highly successful roll-out of 敏捷 development.
Presented to corporate and government leaders sharing urban security vision and capabilities.
为市场和销售抵押品定义价值主张和信息.

首席产品经理，BPM和BAM

2006 - 2011

SAP AG

在SAP的技术栈SAP Netweaver中建立了产品管理纪律.
Delivered version one of an enterprise business process management platform called NetWeaver for business process management(BPM).
试点设计合作伙伴委员会, performed close design collaboration programs with internal and external customers and systems integrators.
参与SAP关于BPM和BAM主题的研究, 确定研究主题的优先级并定义参与模式.
Consistently selected for Top Talent program, which included access to mentors and advanced training.

高级项目经理，业务流程管理，办公业务应用

2006 - 2006

微软公司

Owned business process management strategy and features in 微软’s Office-centric composite application platform, “LOBi”.
Implemented end-to-end (E2E) scenario methodology to drive functional requirements on LOBi v1 release.
Defined patented technology integrating 微软 Office with SAP ERP data to support knowledge-worker business processes.

互联系统部高级项目经理

2003 - 2006

微软公司

曾担任BizTalk Windows SharePoint服务适配器的功能所有者.
Managed the product for an incubation project developing business process modeling tools for knowledge workers.
开发了面向功能的业务流程元模型和相关工具.
开发了新的, innovative approach to constraint-based workflow modeling to support adaptive workflow and facilitate gradual adoption of business process management.

创始人

2002 - 2003

Exadyne公司

产品经理，工作流解决方案

2000 - 2002

IBM / Lotus

定义并发布了获得的工作流工具的第一个IBM版本.
代表产品与行业分析师和全球贸易展览.
Developed solutions building blocks designed to accelerate adoption of Lotus 工作流 by existing and potential customers and partners.
在英语和葡萄牙语的Lotus工作流试点讲师指导的课件.

高级顾问/解决方案架构师

1997 - 2000

IBM / Lotus Consulting(巴西)

曾担任在拉丁美洲/巴西开展咨询服务的团队成员.
Delivered a Web-based procurement application processing millions of dollars in employee requisitions for one of the world’s largest petroleum companies. 被认为是Domino与SAP集成方面的美洲专家.
Architected and delivered complex collaborative solutions for some of Brazil’s largest companies, 包括国有石油公司和巴西最大的媒体公司.
Developed an application framework that significantly reduced project delivery time and increased solution quality and supportability.

项目历史

全球产品管理培训和认证

Developed a hybrid-delivery (video/presence) course for digital product managers and delivered it globally (>150 PMs).

Adapted an International Software 产品管理 Association (ISPMA)-based course for a global location services company, blending video content with a 3-day instructor-led course that led to ISPMA certification.

投资组合过程定义

Defined and piloted the portfolio process for a global "high assurance" communication system vendor's flagship business unit.

Defined a holistic portfolio process to rationalize investments in products and innovation for a business unit generating tens of millions of euros in revenue annually. Included best practices from previous employers, adapting the process to be leaner 和更多的 agile.

产品业务案例过程定义

为一家全球汽车传动系统测试公司定义了精益业务案例流程.

定义角色, 活动, 以及用于为新业务定义产品业务用例的精益过程的工件, 加快上市时间，并调整业务案例的规模.

全球公司业务单元的结构化评估

Performed structured assessment of product management organization in key business units for a global company.

Developed and delivered a product management "maturity assessment" framework aimed at quantifying this discipline's strategic impact, 向高层领导提供成熟度评分和最高影响的后续工作.

全球产品管理课程开发

为一家全球ERP公司的产品经理定义、交付和培训培训师.

Adapted Prickril咨询's 3-day course into a 1-day course rolled out globally to product managers at one of the world's largest software company.

产品管理角色和能力定义

已定义的全局作业架构, 产品管理学科的职位描述和胜任力模型

Helped "Transformation Office" and HR define a job architecture for product management and product ownership, including detailed job descriptions and a competency model for various levels of each position. 进行采访, 创建可交付成果，并与人力资源部门合作，确保符合公司规范.

产品/市场契合度量化

Defined and implemented a model for creating clear metrics around product/market fit in the B2B space.

一位客户有好几款产品都表现不佳, CPO想要确定产品/市场契合度是否是一个因素. I created a model to define measurable "Product/Market Fit Condition" and measure confidence of key delivery and GTM stakeholders in that definition.