Baker Hughes: making technical product data useful
I started at Baker Hughes designing drill bits and ended up managing a global product portfolio. Along the way, I kept running into the same problem: useful technical knowledge existed, but not always where engineers and field teams could actually use it.
The challenge
Field teams were carrying printed material that aged faster than the products. Engineers needed enough technical detail to compare options, and regional proof points were scattered. The information existed. Finding the useful part was the problem.
What I owned
- Designed and developed drill-bit products before moving into lead product engineering and global product management.
- Designed landing-page content for the drill bits product line so engineers could extract meaningful technical data quickly.
- Created region-specific case studies and linked them from product pages so field teams could find proof that matched the customer in front of them.
- Used trade shows to gather customer and competitive insight, then turned it into campaigns and sales-support content.
- Helped move field reps from outdated printed assets toward current digital assets they could email and share more easily.
What changed
- Supported growth in the applied drill bits business area from roughly $500K per year to roughly $2M per year, alongside broader product and sales execution.
- Gave field teams current, shareable digital assets instead of static printed collateral.
- Made technical product attributes easier for engineer buyers to inspect and compare.
Why it mattered
The work sat between engineering, product, and the field. A better page was not the point. The point was helping someone make a technical decision without hunting through an outdated binder.
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