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Responsible AI: Leading the Shift to AI-Native Organizations
Sanjiv AugustineOct. 26
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Beyond Coding: AI in the Rest of the Agile Software Lifecycle
George PaciOct. 26
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You're solving the wrong problem
Kimberly AndrikaitisOct. 26
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Bridging the "Blind Spot Gap" in AI-Generated Agile Backlogs
Manjit SinghOct. 26
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Responsible AI in Action for Agile Teams
Dr. Kadidra HurstOct. 26
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Business Value Estimation
Chris SimsOct. 26
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Lunch
Oct. 26
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Well Intentioned Bottlenecks: Why Work Feels Harder Than It Should
Paul BarrettOct. 26
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The Product Operating Model Walks Into a Sprint
Fadi StephanOct. 26
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So you think this is your last Agile Conference... let's talk
David FogelOct. 26
Stephanie Groot builds product organizations through M&A, executive impasse, Agile transformation, and scale. Over 20 years, she has led product management, Agile transformation, and change management across life sciences SaaS, DTC e-commerce, fleet management SaaS, and Salesforce-native platforms in the US and EMEA.
Stephanie founded Summit Bridge Solutions to extend that same discipline to companies navigating transformation. She advises clients across the full product lifecycle, from ideation through launch, with a focus on AI-driven enhancements, technology optimization, and process improvement. Her work spans product transformation, Agile coaching, executive coaching, and career development, helping leadership teams manage change while keeping their people engaged throughout the process.
As Vice President of Product Management at Velsera, a life sciences SaaS data platform, Stephanie was selected during an M&A to build a global product organization spanning the US and EMEA. She led a team of 65 across a $59 million portfolio, growing efficiency 20% and generating $26 million in new revenue within a year. When a major client refused to renew a multi-million-dollar contract and new customers demanded product innovation her team hadn't yet built, research showed that 75% of prospective customers would sign once the new feature shipped. But a full release carried the testing, review, and compliance delays that come with a regulated product. Stephanie led a strategic beta launch that balanced speed and risk: it secured an $11 million contract and grew the customer base 10% in four months.
Stephanie founded the Agents of Agile user group, now over 850 members, and mentors rising leaders through Women in Technology. She serves as a Miro Ambassador and holds credentials including Co-Active Coach Practitioner (CTI), Certified Scrum Professional (CSP-SM), PMI-ACP, SAFe Agilist, Certified Six Sigma Green Belt, and IDEO Design Thinking. Stephanie holds degrees in International Business and French from James Madison University.
I want share some lessons learned from work I did building a product team from 3 companies with different models, titles, compensation, and ways of working. One company followed a Agile Methodology, another was hybrid, and the third company was waterfall. Here’s the story of how we should have selected and implemented the model. To kick us off, raise your hand if your organization has adopted a product operating model in the last five years.
Keep it up if that model looked the same 18 months later.
Many of you have run or experienced a transformation. Nearly everyone has watched a transformation quietly revert. The org renamed teams to pods, squads, or circles. Leaders moved stand-ups, added reviews, bought tooling, made boards, docs, or presentations. Then the annual budget cycle arrived, and the whole thing snapped back like a rubber band.
I argue that the model you think you have was never the operating model. You might have changed the visible layer, however, you left the real one untouched. Today I'll show you how to find the real one, and how to build the case to change it.
Full disclosure, I am not here to show you how to fund teams or rewrite performance reviews. I can show you how to build a case that makes the process owners or leaders want to act.