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Build vs Partner - How to Choose by fmr PayPal Product Leader

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Build vs Partner - How to Choose by fmr PayPal Product Leader

  1. 1. www.productschool.com Build vs Partner - How to Choose by fmr PayPal Product Leader
  2. 2. CERTIFICATES Your Product Management Certificate Path Product Leadership Certificate™ Full Stack Product Management Certificate™ Product Management Certificate™ 20 HOURS 40 HOURS 40 HOURS
  3. 3. Corporate Training Level up your team’s Product Management skills
  4. 4. Free Product Management Resources BOOKS EVENTS JOB PORTAL COMMUNITIES bit.ly/product_resources COURSES
  5. 5. www.productschool.com Part-time Product Management Training Courses and Corporate Training
  6. 6. Srividya Sunderamurthy S P E A K E R I N F O 1994 2018 1995 1997 2002 2013 2016 2020 Srividya has over 20 years of product management experience. She has led end-to-end product strategy and launch of both fraud & compliance solutions in small to medium-sized fast-paced startups and large technology companies. Her products have been used at banks, fintechs, and ecommerce companies. She currently heads product strategy at Vesta Payment Solutions, overseeing their account and payment fraud products and payment processing solutions. Her previous roles have been at Feedzai where she helped set the strategy and launched their AML solution, Wepay (now Chase) where she setup their payment operations team and strategy, Guardian Analytics (now Actimize) where she managed their ACH and Wire solutions for credit unions and banks. The early years of her career were spent in ebay and Paypal as a product manager to automate several of the fraud operations tools that helped bridge the gaps between risk management and fraud operations. She started her career with KPMG as a consultant. She is a featured speaker at Product school and a member of US Faster Payments Council thru Vesta. She has an Engineering degree in Computer Science.
  7. 7. The Product Manager is the person responsible for defining the why, when, and what of the product that the engineering team builds. This means they lead cross-functional teams from a product's conception all the way through to its launch. Product managers provide deep product expertise needed to lead the organization and make strategic product decisions. They often analyze market and competitive conditions, laying out a product vision that is differentiated and delivers unique value based on customer demands. The role spans many activities from strategic to tactical and provides important cross-functional leadership — most notably between engineering, marketing, sales, and support teams.
  8. 8. Session Goals Discuss Key Considerations, Pros & Cons, of a “Build vs Buy” decision Decision Framework that can help Inspired from https://www.slideshare.net/birster/birst-webinar-build-vs-buy-making-the-right-choice-for-a-great-data-product Additional resources: https://clevertap.com/blog/build-vs-buy/ https://www.syberry.com/blog/build-vs-buy https://blog.fusebill.com/build-vs-buy-the-saas-solution-debate
  9. 9. Triggers
  10. 10. ● Customers are asking for a feature/ capability which complements your existing product(s) ○ Typically you see that in the RFPs, prospect calls ● Deal-breakers - customer won’t sign a deal if you cannot provide “x” ● Competition has decided to add it in their product portfolio and you don’t have it ● Revenue Goals need to be met ● Skills/Competancy does not exist, steep learning curve
  11. 11. Key Considerations
  12. 12. ● Speed to build ○ How much coverage can the build option provide and how soon? Are you willing to continue to invest? Could the resources be better utilized? ○ Will it take you longer to just build the “table stakes” than the potential integration with a partner solution which already may have all the “delighters”? By the time you catch up some of the delighters may already be “table stakes” ● Vendor Evaluation/Selection ○ What vendors provide the maximum coverage but at affordable prices? How many vendors are out there? Who are the leaders? How financially viable is the vendor? ● Integration Costs ○ How complex is the integration process? How quickly can the system be up and running? ○ Does it introduce any additional steps for your customers? ● Technology Compatibility ○ Can the integration be supported inhouse or do you need vendor support? ● Value vs Cost ○ Is the cost to integrate an ongoing or one-time cost? Will your customers be willing to pay a price point that not only covers but allows you to make a profit?
  13. 13. When to “Build” When to “Buy” The cost of “buying” is 3x more than the cost of building (if you did not have a time constraint) The time-to-market is aggressive and the price of an integrated solution is affordable and reasonable The ongoing cost to maintain and integrate is growing and you end up leaving a lot of money on the table because you cannot charge your customers as much Lot of the “tablestake” features are already “delighters” in the vendor solutions that you have evaluated. The solution differentiates from the get-go You have most of the infrastructure already and/or the know-how, by extending the platform you can provide big benefits to your current and future customers The complexity of the feature or product is way more than what your engg teams can handle. The engg team is already bogged down by several other priorities. Minimize vendor risk - being prepared for situations when a vendor company can go out of business or gets acquired and their focus/priorities have shifted Legacy infrastructure cannot really perform at the scale and speed of the vendor cloud-based solution It expands your product offering into other areas/ verticals that are not necessarily core to your business but by providing the services creates a one-stop solution for your customers
  14. 14. Decision Framework
  15. 15. Low Risk Medium Risk High Risk Resource Availability Resources will be dedicated to this effort for the initial build as well as continued support and enhancements Some resources available. Will need to weighed with other competing priorities No resources are available Disrupts competition High confidence and expertise in building differentiators Can add some table stakes but delighters will take time Low confidence in creating differentiating functionality Ongoing effort Low number of enhancements Will only be able to take on the highest needs based on demand High need for new features, constant changes with new regulations, compliance etc. Alignment Aligned with the overall business strategy Somewhat aligned Not fully aligned
  16. 16. Low Risk (rating = 1) Medium Risk (rating = 3) High Risk (rating = 5) Risk Rating Importance (1=low, 3-high) Total Speed to Market Resources will be dedicated to this effort for the initial build as well as continued support and enhancements Some resources available. Will need to weighed with other competing priorities No resources are available 5 3 15 Disrupts competition High confidence and expertise in building differentiators Can add some table stakes but delighters will take time Low confidence in creating differentiating functionality 5 3 15 Ongoing effort Low number of enhancements Will only be able to take on the highest needs based on demand High need for new features, constant changes with new regulations, compliance etc. 3 3 9 Alignment Aligned with the overall business strategy Somewhat aligned Not fully aligned 1 3 3 Score = 42 pts
  17. 17. Low Risk (rating = 1) Medium Risk (rating = 3) High Risk (rating = 5) Risk Rating Importance (1=low, 3-high) Total Speed to Market Resources will be dedicated to this effort for the initial build as well as continued support and enhancements Some resources available. Will need to weighed with other competing priorities No resources are available 1 3 3 Disrupts competition High confidence and expertise in building differentiators Can add some table stakes but delighters will take time Low confidence in creating differentiating functionality 1 3 3 Ongoing effort Low number of enhancements Will only be able to take on the highest needs based on demand High need for new features, constant changes with new regulations, compliance etc. 2 3 6 Alignment Aligned with the overall business strategy Somewhat aligned Not fully aligned 1 2 2 Score = 14 pts
  18. 18. 0 - 20 pts (Low risk) BUILD 21 - 40 pts (Medium risk) COMBINATION STRATEGY 41 - 60 pts (High risk) BUY/PARTNER Based on the decision framework there is low risk and high confidence at different levels Based on the decision framework there is medium risk and mixed confidence at some levels Based on the decision framework there is high risk and low confidence at different levels
  19. 19. At the End..
  20. 20. ● Making build vs. buy decisions frequently can be a challenge. ● Often, we do not have enough information and things can change during the decision-making process. ● However, it must be remembered that the aim should be to make a "good informed decision," not necessarily the "best decision." ● One should be willing to change a decision in terms of new information and changes in the environment
  21. 21. www.productschool.com Thank you!
  22. 22. Some recommended reading
  23. 23. www.productschool.com Part-time Product Management Training Courses and Corporate Training

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