Virender Gupta: Tech Exec Incorporates Team Synergy to Revive Product Release

The company’s CEO had announced a new product to market with large-scale launch plans in place and significant ad-buys in major publications. The company had acquired another European company as the basis of this new product. Six weeks prior to the release date, the director informed stakeholders that the project was three months behind schedule, and little could be done to revive it. Up to this point, the project had been managed with very static thinking. Additionally, communication between teams was nonexistent, there were no scope negotiations with product management, release goals had not been set, and travel to Europe was not possible due to COVID restrictions. 

Virender Gupta,
Senior Technology Executive

“I met with all team leads to understand the status of each part of the project, stakeholders to discuss expectations, and product management to define the MVP release scope. I recruited an independent Quality Assurance team and moved engineers from other parts of the business to the project,” said Senior Technology Executive, Virender Gupta.  

He organized and led several cross-functional/intercontinental sessions to explain the new vision and ensure departments were on the same page. Gupta presented the MVP scope to the extended team, including the CEO, and defined exit criteria. “Finally, I worked with product management to create a roadmap to develop features excluded from the MVP.” 

Virender added, “The product was successfully released on the announced date with clearance from quality.” Furthermore, Gupta established smaller manageable teams to release future versions of the product.

Watch full video interview below.