Zumba was a lot smaller than CBS Interactive. It had around 200 employees, whereas CBS Interactive had thousands. So it was definitely a change because, where I came from, everything was corporate and structured. When I joined Zumba, the product management infrastructure and thought process was not established, so I had the opportunity to start fresh and create a process from scratch.
This was also at a time when the waterfall process was the standard across the board and agile, though very new at the time, was definitely a better process for product development. I seized the opportunity to start creating processes and educating the business and senior leadership on the benefits of moving in this new agile direction.
My role was basically to be the bridge between the business and technology, but the role resided within technology. The rest of the business needed visibility into Jiras and projects on an ongoing basis, and so it was about bringing visibility and understanding to those sides.
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