From there, I coached product management and PM leadership on a standard, repeatable flow: intake → prioritization → delivery → feedback loop. Prioritization was structured through a portfolio lens—initiative clarity, KPI linkage, and dependency management—while delivery was managed with a defined governance cadence to reduce surprises, including cross-functional reviews, decision logs, and enforced ownership of risk areas (engineering, operations, and customer-facing readiness).
Decisions were consistently tied to evidence and tradeoffs, making it clear what would be paused, sequenced, or cut. As a result, escalation shifted from informal hallway conversations into a transparent, explicit cadence. The feedback loop closed the system: outcomes were captured, adoption and readiness measured, and insights systematically fed back into intake and prioritization.
This produced what Cummins leadership needed—reduced cycle time, fewer escalations, and clearer accountability across the platform. The Product Advisory model empowered teams to move faster while giving executives greater confidence through aligned strategy, delivery, and communication.
