Viessmann: one portfolio, a lot of moving parts
At Viessmann, a boiler was not just a boiler anymore. It came with apps, portals, design tools, commissioning workflows, collateral, and a lot of people who needed the same launch to mean the same thing. I helped keep that portfolio moving as one system.
The challenge
The hardware, software, and channel work moved at different speeds. A launch could be technically ready and still fail in the field if the portal, installer instructions, collateral, or sales program lagged behind.
What I owned
- Led North America product-line work across a $200M+ boiler and connected-product portfolio.
- Set priorities and roadmap decisions across apps, portals, design tools, and connected products.
- Created launch plans, stakeholder updates, early-adopter programs, UAT plans, and clear release checks.
- Defined US and Canada collateral standards, selected trade show products, and ran channel sales programs.
- Used customer feedback and US and Canada program variants to fix copy, workflows, and launch gaps.
What changed
- Helped deliver 10% year-over-year growth across the $200M+ portfolio.
- Helped deliver boiler launches and connected digital tools that contributed $5M in incremental revenue.
- Helped reduce a commissioning workflow from roughly two hours to roughly 2 to 3 minutes.
- Helped increase connected-boiler adoption by roughly 300%.
Why it mattered
This was the part of product work I like. The hardware was real. The software was real. The gap between them could ruin someone’s Tuesday. The job was to make the whole thing work better for installers and customers.
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