Digital Product Management & Roadmapping
Product management at the intersection of marketing and technology — building roadmaps, aligning stakeholders, and shipping digital tools that actually move the needle.
Where Marketing Meets Product
There's a version of this work that gets siloed quickly. Marketing owns the message. Product owns the platform. And somewhere in the gap between them, the customer experience suffers — because the campaign is promising something the product isn't delivering, or the product team is building something the customer never asked for.
I've spent a significant portion of my career living in that gap — and closing it.
Digital product management, as I've practiced it, is the work of owning the strategy and execution of digital tools and experiences: understanding what needs to be built, why it matters, how it fits into the broader customer journey, and how to bring developers, designers, analysts, and business stakeholders along in a way that keeps everyone moving in the same direction.
It requires the strategic instincts of a marketer and the operational fluency of a product owner. And when it's done well, the line between "marketing initiative" and "product initiative" starts to blur — which is usually a sign that you're building something that actually serves the customer.
Products and Tools I've Owned
Branch Locator & Appointment Setting
At PNC, my product work was centered on the tools that managed the customer's online-to-offline transition — the moment when someone moves from researching online to engaging with a banker in person.
I owned the branch locator map and the digital appointment setting tool system. Each of those sounds tactical in isolation. Together, they were the connective tissue between the digital experience and physical banking — and improving them had measurable downstream effects.
On the appointment setting tool, we reduced the lag time between a customer submitting a request and that request appearing on an employee's calendar by 12 hours. That doesn't sound like a marketing win. But it directly affected how quickly leads were followed up on, which affected conversion, which affected acquisition. Product and marketing outcomes are rarely as separate as org charts suggest.
On the location data side, I led an initiative to improve the accuracy of 55,000+ third-party ATM locations — a data quality problem that was quietly eroding customer trust every time someone drove to an ATM that turned out to be wrong.
Signage Generator
One of the more operationally impactful tools I built at PNC was a self-serve templated signage generator for branch teams. Before it existed, creating and updating in-branch marketing materials required going through a centralized process that was slow and difficult to customize for regional needs.
The generator gave branch teams the ability to create on-brand, compliant signage themselves — reducing turnaround time, improving relevance at the local level, and freeing up the central marketing team to focus on higher-order work. It's a small example of something I think about a lot: the best digital tools are often the ones that give people closer to the customer more autonomy to act.
Online Account Opening
When I joined the small business marketing team at M&T Bank, there was no digital account opening platform for business customers. Opening an account meant coming into a branch. For a segment of customers — particularly younger, digitally-native business owners — that friction was a competitive disadvantage.
I worked with developers, analysts, and designers to define, build, and launch an online account opening experience for small business owners. That meant translating customer research into product requirements, managing the relationship between marketing goals and technical constraints, and ensuring that the digital experience aligned with the brand promise we were building simultaneously.
The platform became the foundation for everything else we built — the content hub, the onboarding program, the paid campaigns. Without it, none of the downstream acquisition work would have had anywhere to land.
How I Approach Product Work
Start with the job, not the feature.
The most common mistake in product development is jumping to solutions before the problem is clearly defined. I use a jobs-to-be-done framework to anchor product decisions — what is the customer trying to accomplish, and what does success look like for them? That question keeps feature discussions grounded in outcomes rather than preferences.
Build roadmaps that stakeholders can actually use.
A roadmap is only useful if the people who need to act on it understand it and trust it. I've found that the most effective roadmaps are ones built collaboratively — with input from product, marketing, technology, and business leadership — and communicated in terms of outcomes, not just feature lists. The goal is a shared understanding of what we're building, why we're building it in this order, and how we'll know if it's working.
Manage the handoff between strategy and execution.
The place where product initiatives most commonly break down is the transition from "here's what we want to build" to "here's what we're actually going to ship." Keeping that gap small requires consistent communication with developers and designers, a willingness to make tradeoffs explicitly rather than letting them happen by default, and a clear definition of what an MVP needs to do versus what can come later.
Measure what the product is actually doing.
Shipping is not the finish line. A digital tool that isn't being used, or isn't being used the way it was intended, is a strategy problem as much as a product problem. I build measurement into product work from the beginning — defining what success looks like before launch and creating the instrumentation to track it afterward.
