I’m the Revenue Product Manager who builds a scalable and sustainable revenue/financial ecosystem for Pantheon to ensure its customers have a confident and efficient financial transaction.

I’m fortunate to call a mix of people across the globe as my team who make it possible to deliver innovative solutions from the comfort of their homes. Team is dedicated to building the revenue side of the product with zero tolerance to service interruption. Team motto is to be agile.

How big is it?‍

Scrum team consists of about 3-5 leaders including product manager, project/program manager, engineering manager, product designer and tech lead. To deliver the outcome, we’ve 5-7 engineers and 1-2 QAs. However, the product team consists of product managers and designers making a total of about 15+ people who drive the product.‍

Where are your teammates located?‍

Pantheon is a remote first organization. All of the team members are distributed geographically. Team’s presence spans from the United States of America to Eastern & Central Europe to India.‍

What does your team do? What are you responsible for?‍

I’m responsible for leveling up customer’s financial transaction experience with Pantheon’s products and services as per customer’s needs. Team is agile enough to be able to deliver the most innovative products/features at a breakneck pace without compromising on quality.

Pantheon is focused on building teams with a common passion of putting customers first which builds trust among team members and makes it easy to deliver team work. I believe there are 4 key elements of a strong remote culture.

1. Strategic communication

Most important element of a strong remote culture is strategic communication. Reduce noise and share more meat while you communicate. Ensure right information is shared/received with/from the right team members at the right time.

2. Outcome Oriented

Always be mindful and respectful of every team member who is working towards achieving the same outcome as you do. Team working towards an agreed upon outcome, all together in a single direction is an absolute must. 

3. Trust & Transparency

Ensure your customers/stakeholders, team members and leaders trust you. Build a trustworthy relationship by being transparent, credible and genuine. Share your problems, ideas, thoughts and solutions with the team. Don’t be afraid to be vulnerable.

4. Empower & Enable

Empowering your team to be able to make data driven joint decisions and enabling them to do so with the right resources can move the needle in the right direction.

Be respectful of people’s lives. Personal and professional priorities change in a split second and you’re never sure about other people’s problems. Offer a helping hand whenever and wherever you can to be able to give your team members a fighting chance against adversities.

E.g. My scrum master needs a day off and I can offer to drive the meeting.

My biggest challenge being a remote leader is managing time with a dispersed team. To be able to manage time effectively, I rely on technology (e.g. clockwise) to be able to smartly arrange my meeting and calendar with minimal impact on my team members.

I’ve tried everything from in-person offsites to happy hours but for me what works best is one-to-one offsites if possible or group activities from time to time.

We do have our light moments usually before our meetings to be able to start on a good note.

Slack.

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