Orchestrating 40+ Release Cycles for a Customer 360 Product: A TPM’s Playbook

Releasing software isn’t always smooth—especially when it’s a Customer 360 product with users counting on every update. At RudderStack, I faced the challenge of managing 40+ release cycles across global teams. It was tough, but I found a way through by working politely with everyone involved and keeping the user in mind. Here’s how I tackled it, step by step, and what came out of it.

The Problem: Coordinating a Global Push

Our platform—a tool for real-time customer profiles—needed frequent releases to keep up with demand. I was working with teams spread across 3 continents and 5 timezones: engineers in India, product leads in the US, and stakeholders everywhere else. Deadlines were tight, and plans shifted fast—sometimes code wasn’t ready, or a new feature popped up mid-sprint. It felt like a lot to juggle, and I knew we couldn’t miss a beat with users waiting.

What I Did: Steady Steps and Teamwork

First, I focused on keeping everyone on the same page. I’d start my day with standups in India, then join late-night calls for the US—adjusting my hours so no one felt left out. When engineers hit delays, I’d ask what they needed and tweak schedules in Jira to keep us moving. If product folks added scope, I’d chat with them politely to find a middle ground, making sure all sides felt heard. It wasn’t about pushing; it was about listening and sorting things out together.

One thing I always did was test the product like a user before we shipped. Beyond QA checks, I’d pretend I was a customer—clicking through, seeing if it felt right. Does this load quickly? Is that step clear? If something felt off—like a confusing error message—I’d flag it gently to the team and work with them to fix it. That extra step wasn’t required, but it helped me catch things early, so users wouldn’t have to.

The Result: 40+ Releases That Worked

After nearly three years, we shipped almost all 40+ releases on time—no big hiccups, just steady progress. The platform kept growing, and users got updates they could rely on. Teams started trusting the process, knowing I’d help navigate whatever came up. That user-first testing paid off too—fewer issues slipped through, and the product felt better with each cycle. It wasn’t flashy; it was just getting the job done, together.

What I Learned: A Simple Approach That Delivers

Looking back, this taught me how to handle releases for any software. The problem was big—global teams, tight timelines—but breaking it down made it manageable. I learned to adapt quickly, whether rescheduling on the fly or sorting out a last-minute change, all while keeping things calm and polite. Working with diverse groups showed me how to build trust across distances, and testing from the user’s view kept us focused on what mattered. For me, being a TPM means being there—steady and helpful—so any product can launch smoothly. That’s what worked here, and it’s what I’d bring anywhere.