Amid the constant flurry of launches and upgrades for the latest dental product, how do some product features make the cut while others miss out? Alexis Miche shares on his role as a product manager at Ackuretta and how feedback gets transformed into new features for users.
As a product manager, Miche is responsible for all aspects of Ackuretta’s products and leads the strategic development of new products. He supervises the product development lifecycle of a given product to ensure it progresses on time and on budget prior to the go-to market phase.
A big part of his role is product improvement. This entails the collection of feedback, recommending product improvements to engineering teams, implementing new features, and communicating the changes across the organisation.
“While feedback is important in creating a user-friendly product, it is important for us to gauge the risks and benefits of any new product feature to ensure it is the most optimal use of our available capacity and resources,” said Miche. “The key variables important to consider for any new product launch or product update are the value a feature provides to the user and the difficulty of its implementation.”
AN EAR TO THE GROUND
As a product manager, Miche believes it is important to stay attuned to the demands and needs of customers at different stages of a given product. He employs a variety of mechanisms through which feedback is collected to help him stay in touch with customers.
This includes training sessions, interactions with Ackuretta’s customer support team, communication with its partner dentists, social media channels, and surveys sent to users.
“Our Ackuretta User Group on Facebook is an invaluable tool for us to engage directly with our users to hear their issues and suggestions in real time as well as get their feedback as to the direction we should go with updates,” said Miche.
A BALANCING ACT
Another skill required of the product manager is to balance requirements and expectations of internal teams, where different teams have differing views of a product.
“For example, the R&D team may consider a product based on its difficulty and cost to implement while marketing evaluates it based on its performance quality and support is concerned about its user friendliness and ease of repair,” explained Miche.
Miche strikes the balance by being clear on the most important aspects of the products and judging the right way forward based on a cumulative view of the key variables. Customer data can clarify between the subjective and bottom-line benefits which makes it easier for decision making.
“We often have meetings between heads of departments before big launches or updates to go over the most important factors and judge the importance for users. Sometimes it is easy to decide and sometimes it is not. The most important thing is to have buy-in and understanding across our organisation,” said Miche.