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Andrew Margolis
management
product & portfolio management
who is this for
Product leaders, founders, and technology executives who need strong stewardship across one or more products. Equally relevant for startups building their first product and/or established organizations managing complex product portfolios.
what you get
End-to-end product leadership that balances strategy with delivery. You get products that are thoughtfully architected, actively managed, and continuously advanced - supported from discovery and requirements gathering through launch and ongoing evolution.
why AM Management
I operate across the full spectrum of product work: executive strategy, team leadership, technical collaboration, UX, and shipping features. I don’t just guide direction, I help teams deliver. Bringing me in feels like adding an experienced organization, not just another role.
engagement model
Engagements can be structured as ongoing product leadership, portfolio oversight, or targeted delivery support depending on need. The goal is always the same: sustained progress, shipped outcomes, and quality products that actually serve the business.
product & portfolio work
New Third-Party Integration
& Dynamic Cost Optimization
Portfolio & Product Manager
2025
Problem:
Course material sourcing needed a smarter way to incorporate subscription-based publisher options and systematically reduce cost.
What I Led:
Designed and implemented the product changes to ingest the new publisher model and automatically evaluate pricing to select the most cost-effective sourcing option at order generation time.
Outcome:
Improved margin and reduced costs by ~$4M per year through dynamic publisher selection and automated decisioning.
Automated Invoicing Enablement & AR/AP Process Transformation
Program Manager & Product Lead
2024 - 2025
Problem:
Invoicing was manual, unbranded, and slow, creating operational drag, consistent re-work from processing errors, and cach collection delays.
What I Led:
Redesigned the invoice experience and rebuilt the invoicing process end-to-end, implementing automation and a new product module that integrated AR/AP workflows into the operational platform.
Outcome:
Accelerated $50M in annual cashflow and reduced invoicing cycle time by ~60 days through full automation and improved operational controls.
Integrated Net-New Pricing
& Revenue Modeling Program
Program Manager & Product Lead
2024
Problem:
Follett needed a more flexible pricing and program model to win and retain institutional contracts across diverse university requirements.
What I Led:
Led the core engine redesign across systems (SIS/LMS, publishers, AR/AP), aligning stakeholders, development, and operations to support new pricing logic and scalable program setup.
Outcome:
Enabled contract flexibility that drove $80M in new annual revenue and supported longer-term, higher-value institutional agreements.
Off-the-Shelf Platform
Migration Strategy
Program Manager & Portfolio Lead
2021 - 2022
Problem:
Leadership mandated a shift from custom tools to off-the-shelf platforms, creating tension between modernization goals and operational realities.
What I Led:
Evaluated replacement options and designed a pragmatic transition architecture using a modern UI layer over a hybrid Azure-Salesforce base to enable phased migration without disrupting delivery operations.
Outcome:
Produced a long-term migration strategy that balanced competing stakeholder goals, creating a feasible pathway from the custom ecosystem to standardized platforming.
Unified Internal Enterprise
Operations Platform
Portfolio Manager & Platform Lead
2021 - 2022
Problem:
Internal teams were forced to use too many disconnected systems, increasing cost and reducing productivity and user satisfaction.
What I Led:
Created a consolidated internal portal concept that unified experiences across delivery, quoting, orders, content, lab systems, reporting, team visibility, and time/finance tooling.
Outcome:
Delivered a platform strategy and prototype direction that reduced ecosystem complexity and created a blueprint for consolidation and UX modernization.
Integrated Hours
Management Product
Product Manager
2020
Problem:
Time and hours capture needed to be operationally simple, tightly integrated, and funding-supported to sustain enterprise-wide adoption.
What I Led:
Built and launched a new integrated time/hours experience within the delivery platform, owning roadmap, funding procurement (OPEX/CAPEX), backlog, and release delivery with shared engineering resources.
Outcome:
Delivered an integrated time-management layer that improved usability and enabled downstream financial and reporting workflows tied to delivery execution.
Enterprise Project
Delivery Platform
Product Manager
2018 - 2022
Problem:
UL’s enterprise delivery system needed to support multiple, global business models while remaining stable, governed, and usable across thousands of users.
What I Led:
Owned roadmap, backlog, releases, training, and executive communications while traveling globally to gather requirements and drive improvements across regions and business divisions.
Outcome:
Scaled and stabilized UL’s core operational platform across 8,000+ internal users and 6 business verticals, enabling consistent delivery governance worldwide.
Laboratory Testing Tool
Modern Interface Layer
Product Manager
2017 - 2019
Problem:
UL's core lab & testing tool was difficult to use and poorly adopted, limiting productivity and driving negative internal sentiment.
What I Led:
Designed and delivered a modern web interface layered on top of the existing platform, leading product direction, UX, training, stakeholder alignment, and delivery in partnership with the LIMS platform org.
Outcome:
Moved the product from lowest-rated to highest-rated internal tool within two years and established credibility that led to ownership of UL’s enterprise delivery platform.
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