iovation was going through a rapid growth phase. Product enhancement requests from customers, executives, customer support, and engineers were piling up. Features were being delivered, but there was significant dissatisfaction with their nature, completeness, and timing.

At Corillian, I led a team of four senior product managers responsible for P&L of Corillian’s entire product line. Revenues exceeded $20 million, and the company became profitable over this period.

As Corillian grew its customer base and revenue, its development organization had to scale and mature.