Productboard / Strategic accounts & champion enablement
Give the champion a story that travels.
Turning account discovery into the story, proof and next conversation a buying group needed.
The champion has another room to persuade.
A strong conversation with a champion is only part of an enterprise buying decision. The case may still need to travel to an executive sponsor, Finance or a technical reviewer, each with a different question.
At Productboard, I owned strategic-account program and content direction. I used account discovery to decide which story, proof and next conversation would help the champion carry the case internally.
From insight to action.
The plan needed to do more than describe an account. Each finding had to change the approach: the proof we proposed, the stakeholders we included, or the way we structured the next decision.
Discovery finding → designed response
Feedback was scattered across tools.
Tailor a proof-of-value walkthrough around how feedback informs a roadmap.
Executives needed a business case.
Shape the workshop agenda around the connection between feedback, roadmap decisions and business outcomes.
No budget owner was engaged.
Add Finance and Operations outreach alongside the champion’s path.
Earlier pilots had stalled after the demo.
Introduce a mutual action plan at the start of the evaluation, with explicit decision dates.
Adapted from a historical strategic-account plan. Account, people, tools, dates and commercial details removed; wording condensed. These are designed responses, not a record that every proposed action was completed.
Choose the support the decision needs.
I also planned around the limits of customization: design bandwidth, specialist time, executive attention and account readiness. Four retained account plans show differentiated planning, rather than four completed launches.
My direction. A shared delivery.
I drove the program and content direction. Design owned microsite visuals, a demo specialist owned the interactive demonstration build and QA, and account executives owned seller progression. Product Marketing, Field and Operations contributed their expertise.
An opportunity progressed to a pilot.
In my Productboard work, a €133K opportunity progressed to a €250K pilot in 12 days, alongside Sales.
This is a separate, account-neutral historical result. It is not attributed to the plan excerpt above or a particular asset. Sales led the commercial progression; pilot value is distinct from booked revenue.