I find the gap and own the fix through launch.
End to end ownership of the M2M, IoT and private wireless portfolio. Requirements, business case, pricing, roadmap, launch, and the training that made each one land.
The gaps turned up in different places. Some came off the standing weekly calls I held with the nationwide sales and business development teams, where somebody would describe a workaround they had been running for months to get around a gap in the product. Others I brought back from industry conferences, where I attended as the subject-matter expert and spent the time researching what competitors had in their portfolios.
From there the work looked broadly the same. Turn what came back into a written requirement. Build the business case across customer demand, technical feasibility, regulatory risk and cost. Get it funded and prioritized. Then carry it across Engineering, Operations, Sales, Security, Legal and Finance until it launched and people used it.
I also wrote and delivered the training before each one went live, so Operations could support it and Sales could position it.
How I Take a Product From Field Input to Launch
01
Field and Competitive Input
Run standing weekly calls with the nationwide sales and business development teams to hear what customers are hitting. Attend industry conferences as the subject-matter expert and research what competitors have in their portfolios.
02
Requirements
Write it up so Engineering can scope it and Security and Legal can review it. Separate what regulation makes mandatory from what we choose to bring to market.
03
Business Case
Balance customer demand, technical feasibility, regulatory risk and cost. The strongest cases ran on capacity or assets the company already owned, so they needed no capex to get funded.
04
Prioritization and Roadmap
Rank the work against customer impact, business objectives, regulatory requirements, operational risk and feasibility. Then pressure test the ranking with the people who have to build it.
05
Pricing and Go to Market
Price the offer and take it to market. I priced the professional services portfolio and set the hardware and engineering-hours markup on private wireless.
06
Launch and Enablement
Write and deliver the training for Engineering, Operations and Sales before go-live. Build the runbooks and readiness criteria Operations needs to carry it after launch.
Products I Owned End to End
Education
CIPA-compliant hotspots
The situation
School districts operating under CIPA filtering rules needed to keep students connected at home while schools were closed during COVID.
The gap
Every hotspot on the market, ours and competitors', allowed unrestricted access after a manual reset. The only fix available was cutting service until a technician got on site.
What I owned
Found it on the weekly field and reseller calls. Put fallback and enforcement in the network, since anything on the device could be undone. Wrote the requirements, got it funded and prioritized, and taught the training.
Outcome
Students kept filtered access while schools were closed, built in about two weeks. One district alone ran 3,000+ hotspots at 92% adoption. Adopted nationwide after the initial rollout.
Enterprise and Utility
Cellular network segmentation
The situation
Utility and government accounts operating under NIST and NERC CIP needed corporate traffic kept off the public internet entirely.
The gap
Competitors were pitching a tunneled model that did exactly that. We had no equivalent and were losing accounts over it.
What I owned
Brought it back as a requirement. Built the case on spare capacity we already owned, so it needed no capex. Defined the security requirements and a legal process for accepting risk where we couldn't be redundant.
Outcome
Piloted with a major utility, then multiple signed accounts across utility, government and healthcare. Go-live ran from a 24/7 war room.
Private Wireless and MVNO
A reusable go to market strategy
The situation
MVNOs, IoT aggregators, universities and utilities all wanted to interconnect with carrier infrastructure.
The gap
Every one of them was getting a one-off design. Each deal restarted the architecture conversation from scratch, and nothing carried forward.
What I owned
Designed one architecture to be sold across segments rather than rebuilt per deal, and solved interconnect once. Built it inside AWS products already FedRAMP authorized, at the utility's requirement.
Outcome
Deals started from the blueprint. The portfolio influenced $10M+ in annual contract value across 30+ signed multi-year agreements.
Professional Services
A new line of business
The situation
The engineering organization already had capabilities customers wanted to buy: consulting, audits, architecture assessments and security assessments.
The gap
It had never been packaged as an offering. Sales had no scope language and nothing customer-facing to put in front of an account, so the capability went unsold.
What I owned
Found the opportunity in capability the company already owned, then led cross-functional alignment across Sales, Engineering, Product, Legal and Operations to design and scope the portfolio. Priced it with Sales and Finance. Wrote the reusable scope language, delivery framing and customer-facing artifacts.
Outcome
Engagements valued at $250K to $700K, and multi-million dollar revenue from capabilities that had gone unpackaged.
IoT and Telematics
Fleet tracking
The situation
Reseller partners wanted a fleet tracking product they could take to market, built on location data a fleet manager would act on.
The gap
Building the application platform and the device hardware in house meant a long runway for something the channel wanted immediately.
What I owned
Made the build-or-partner call and went with partners. Selected Losant as the application platform and Ready Wireless for device hardware and connectivity, then took it to market through the reseller channel.
Outcome
A fleet tracking product in the hands of the reseller channel, running on partner platform and partner hardware, built around where a vehicle is and where it has been in a form a fleet manager would act on.
Regulatory and Compliance Context I Have Shipped Under
CIPA
K-12 filtering requirements
NIST
Control frameworks on enterprise and government accounts
NERC CIP
Utility accounts
FedRAMP
Authorized AWS services, at the customer's requirement
3GPP and GSMA
Standards alignment for interconnect