2026 · US software company · Engagement via Caudera Consulting
What began as a small automation assignment grew into CPO-level responsibility for an entire product portfolio. The central question was not about a title, but how seven products and a team in Germany and Vietnam could deliver together with dependability.
The portfolio included products at different maturity levels with different dependencies. Work and knowledge structures had grown organically: 55 Jira projects and 36 Confluence spaces did not form one usable system. Priorities, capacity and decisions needed to be aligned across products.
Luca took responsibility across the product portfolio and connected portfolio decisions with operational collaboration. This included roadmaps, capacity, partner alignment and the structures used by the distributed team. Client details remain confidential; the outcomes describe the scope of the engagement.
- Introduced a stage-gate intake for new product ideas from scratch
- Focused roadmap and capacity on the strongest products
- Rebuilt Jira and Confluence into one shared structure for work and knowledge
- Established a monthly AI forum with all team leads
- Introduced AI-assisted test automation to replace manual regression checks
- Refocused the portfolio on OEM data, master data and partner analytics
- products managed in parallel
- 7
- Jira projects consolidated
- 55 → 3
- Confluence spaces rebuilt into one knowledge base
- 36
- partner portal releases owned from roadmap to rollout
- V1 → V5
A product portfolio and its operating model belong together. A roadmap alone does not create commitment when decisions, documentation and ownership remain fragmented. The stage-gate intake gave new ideas one shared entry point; the consolidated work and knowledge structure made decisions visible in daily work.
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