I own Passport’s global product roadmap and technical delivery for Marsh. Prioritization, stakeholder agreements and vendor coordination are ongoing responsibilities; the expansion from 8 to 16 countries is one delivered outcome.
Responsibility and context
Employment: Technical Product Manager, Marsh · December 2024–present. Passport is Wolters Kluwer’s enterprise legal management platform. Marsh uses it in the legal accounts payable lifecycle: invoice receipt and review, payment and subsequent reconciliation, with an integration to Oracle EBS. My scope covers the global roadmap, requirements, change requests, releases and vendor relationship. I lead delivery across business, technology and vendor teams without direct reporting authority.
I work daily in English with business stakeholders in Houston, New York, Toronto and London, and vendor teams in Houston, Toronto and Pune. The roadmap includes modules, enhancements and customizations over a two-year horizon.
Expanding country coverage
Outside counsel in additional countries needed to submit and process invoices through Passport. This required extending the integration with Oracle EBS, rather than treating country enablement as an isolated platform setting.
I was the assigned Project Manager on the six-month project, from June to December 2025. I worked with the EBS team to deliver the integration changes. Passport’s country coverage went from 8 to 16 countries, enabling outside counsel in eight additional markets to submit and process invoices through the platform.
Measured outcome: 16 enabled countries, up from 8. This case reports country coverage; invoice cycle time and transaction volume are unquantified.
Prioritization when the roadmap changes
Global stakeholder management and conflict resolution are part of my daily work on Passport: I negotiate competing priorities, agree which commitments shift and define scope and delivery phases by business value; coordinate business, technology and vendor teams; and keep stakeholders informed of the agreements and their implications.
Delivery depends on reaching agreement across teams that do not report to me, including when an urgent request affects work already committed on the roadmap.
Reducing dependence on the vendor
The Passport instance carried a decade of accumulated customizations. I used AI to help reconstruct its institutional knowledge, mapping objects, parameters and relationships into a governable source of truth. This was AI-assisted internal documentation and knowledge mapping. I also re-documented the API against the actual customizations and generated Postman collections for user-provisioning use cases, delivering them to the IAM team for its integration with Marsh’s identity and permissions system.
For reporting, I taught myself IBM Cognos and wrote the underlying SQL, becoming the business’s primary report developer in place of the vendor. The avoided vendor rate is approximately USD 10,000 per report delivered. This is a comparison against the vendor’s rate for the same work, not an aggregate savings figure.
I also own the platform’s multi-currency FX process. When Procurement changed its source-file format, I led the module upgrade to adapt ingestion and improve logging and error handling, so Cognos reporting could continue to reflect the exchange rates updated in Passport.
What this work demonstrates
This role extends my earlier platform ownership and payment-system construction at Protégitas · LegalBrave into global product responsibility. I now negotiate priorities and delivery commitments across enterprise teams while retaining the technical depth to work directly on APIs and reporting. My checkout and billing work shows the implementation experience behind that judgment.
This account uses approved professional experience. Internal schemas, invoice data and implementation artifacts are not published here. My independent payment-routing project provides publicly inspectable code; it is separate from this employment experience.