Product Pieces lifted the capability and delivery of Marlo's product management team through hands-on training, shaped their next-quarter roadmap, and moved their engineering to a working agile delivery model. Sharper people, a clearer plan, faster shipping. Delivered by our founder, a Toptal Top 3% product manager.
The brief.
Marlo, a shipping-fintech business, brought three connected asks. Raise the understanding, capability and delivery of the product management team. Shape the roadmap for the coming quarter. And transform how engineering worked into a genuine agile delivery model — not agile in name, agile in practice.
The challenge.
The three strands reinforce each other, which is exactly why doing one without the others rarely sticks. A capable product team with no clear roadmap spins; a sharp roadmap handed to an engineering function that doesn't deliver predictably stalls. Marlo needed the people, the plan and the operating model lifted together.
What we delivered.
A practical training programme for the product team, focused on capability and delivery, not theory. A shaped, prioritised roadmap for the next quarter the whole team could get behind. And an agile delivery transformation for engineering: the cadence, the ceremonies that earn their place, and the operating model that makes shipping predictable rather than heroic.
The result.
Marlo came away with a more capable product team, a focused quarter, and an engineering function delivering to a real agile rhythm. Three improvements that compound, each making the next one work harder.