S - Dell's Enterprise customer needs have been evolving to demand subscription purchase models so that customers can purchase PCs, services, software as subscription and get better device support throughout the lifecycle. As Principal Product Manager at Dell, my team was responsible for core eCommerce transact APIs supporting use cases of cart, quote, checkout, order management. A peer product team owned subscription platform for subscription billing and revenue management. A key gap in our platform was ability to handle complex subscription changes where existing subscription would have a scheduled change in future-date. We were losing several deals worth $50M+ because of this gap as we couldn't support seat modifications, tier upgrades or scheduled cancellations for a future date.

T -

My task was to convince peer team to build the advanced capabilities and they had significant pushback for couple of reasons -

1. They viewed this as a low priority task

2. They argued that future-date changes are not a subscription-domain problem to deal with. It rather belongs in transact.

A -

1. I challenged domain centric view with customer centric view - re-framing the problem around end-to-end customer journey and feedback to show that customer perspective around scheduled change is all about managing subscription lifecycle. This way, subscription team would get to own the data model for all subscriptions and would be a strategic advantage to them going forward

2. Priorities - Worked with leadership to connect our goals with broader Dell strategic goals around increasing market share and overall TAM for enterprise customers around flexible purchasing options.

3. Provided a collaborative path forward - I proposed my team would handle front-end experience within checkout and order while their team would take care of building backend APIs to manage or trigger scheduled changes. Thereby it reduced their engineering lift and delivery risk and that product manager and I built a better partnership thereafter.

R -

This helped me convince the peer team successfully by reframing problem, aligning strategic goals and offering collaboration to build the 'scheduled subscription changes' capability that streamlined customer journey for software and services purchases plus unlocked markets of $1B+ TAM. And it improved working relationship between the two teams.