Product Management
1. Overview & Mandate
Business Unit Purpose Product Management is responsible for defining what MorgueBoard® builds and why. This business unit ensures the platform solves the right problems for the right customers by translating market, customer, regulatory, and operational needs into a clear, prioritized product roadmap.
Mandate Statement Product Management exists to maximize product-market fit, long-term platform value, and customer outcomes by owning product vision, roadmap prioritization, and requirements clarity.
Primary Accountability Owner
- Primary: Product Owner
- Supporting: Engineering, Sales, Customer Success, Clinical & Operational Compliance
2. Core Functions & Responsibilities
Core Functions
- Product vision and strategy
- Roadmap definition and prioritization
- Requirements gathering and synthesis
- Customer and market feedback analysis
- Product lifecycle management
- Stakeholder alignment and communication
Explicit Responsibilities
- Define and maintain the product roadmap
- Translate customer, market, and compliance inputs into clear requirements
- Prioritize features, enhancements, and technical investments
- Balance near-term delivery with long-term platform sustainability
- Ensure roadmap alignment across Engineering, Sales, Implementation, and Compliance
- Serve as the final arbiter on product scope and sequencing
Explicit Non-Responsibilities
- Technical implementation decisions
- Engineering delivery timelines
- Security or compliance policy ownership
- Sales quota ownership or contract negotiation
3. Decision Rights & Authority Boundaries
Important Context The decision rights outlined here are intentionally high-level and directional. Formal, binding authority and escalation mechanisms are defined in the company’s Decision Rights & Governance Policy. In the event of conflict, the formal policy prevails.
Product Management Owns Decisions Regarding:
- Product vision and strategic direction
- Roadmap prioritization and sequencing
- Feature scope definition and acceptance criteria
- Tradeoffs between customer needs, market demands, and platform constraints
Product Management Does Not Own:
- Technical architecture or implementation approach (Engineering)
- Security and compliance standards (Technical Compliance & Security)
- Customer deployment commitments (Implementation / Professional Services)
- Budget approval authority (Executive Leadership / Finance)
Escalation Triggers:
- Roadmap conflicts impacting contractual commitments
- Engineering capacity or feasibility constraints
- Regulatory or compliance-driven scope changes
4. Key Interfaces & Dependencies
| Interface | Nature of Interaction |
|---|---|
| Engineering / R&D | Feasibility validation, delivery sequencing, tradeoff resolution |
| Sales | Market feedback, deal-driven requirements, expectation alignment |
| Customer Success | Usage insights, adoption challenges, enhancement feedback |
| Clinical & Operational Compliance | Workflow validation, institutional standards alignment |
| Marketing | Messaging alignment and feature positioning |
5. Budget Ownership & Cost Structure
Product Budget Scope
- Product management labor
- User research and customer discovery activities
- Product tooling (roadmapping, analytics, feedback systems)
- Market and competitive research
Budget Ownership Model
- Product Management manages spend within approved budget
- Executive Leadership approves annual budgets and material increases
- Budget requests must be justified by roadmap impact or strategic necessity
6. General KPIs & Performance Metrics
Product Effectiveness
- Feature adoption rates
- Customer satisfaction related to product usability
- Alignment of delivered features to roadmap commitments
Delivery Alignment
- Roadmap predictability
- Scope stability per release
- Volume of unplanned roadmap changes
Market & Customer Fit
- Customer-requested feature fulfillment rate
- Feedback-to-delivery cycle time
- Competitive differentiation indicators
7. Maturity Roadmap
Current State Founder-led product ownership with high contextual knowledge and limited formalized discovery and prioritization processes.
Next State Clear, repeatable product discovery and prioritization practices with strong cross-functional alignment and predictable roadmap execution.
Future State Highly scalable product organization with data-driven prioritization, proactive market sensing, and minimal dependency on individual institutional knowledge.
8. Document Revision History
| Version | Date | Description of Change | Author | Approved By | Approval Date |
|---|---|---|---|---|---|
| 1.0 | 2026-01-04 | Document Creation | Nic Bavetta |