Alejandra Brizuela

Slide 1: Who Am I

"Thank you for having me. I'm Alejandra. Product, design, and engineering leader. 25 years building products from startup to enterprise."

"The short version: I came to the US to build Pregunta.com, the Spanish-language Ask Jeeves. From there I shipped international products at eHarmony, consumer products at Norton, and spent eight years at NBCUniversal."

"At NBCU, I went from managing one piece of Fandango ticketing to leading a $600M portfolio: Fandango, Rotten Tomatoes, Vudu. Three brands. The challenge was making them work as one. We took that portfolio from zero to $60M operating cash flow in 18 months."

"Since NBCU, I've been in one of the most productive stretches of my career. I'm consulting as Head of Product for a media tech company, installing governance and getting their AI platform to production. I'm advising a healthcare startup and a university using AI for student assessment. And I'm building a dual-platform digital Medicare ecosystem with a 14-agent AI operating model I designed myself."

"That's what I've done. Let me tell you who I am. I read data, people, and context at the same time. I push hard, but I've learned to speak last. Assertive and flexible. And I assemble teams where there's chemistry, not just top talent. The right people make each other better."

"Born in Argentina, graduated from high school in Hawaii, triple citizen. Fourth of six kids, all born in ten years. Very competitive household. I became great at reading different people, negotiating, and finding what everyone's best at. That started at the dinner table."

"So why PMI? Three things. First, the energy. PMI:Next, eight innovation platforms, acquisitions being integrated, Infinity reaching 150,000 users. This is not a company maintaining. It's a company recreating itself. That's the kind of environment where I come alive."

"Second, the complexity. 200 countries, 300 chapters, B2C and B2B, certifications, learning, community, AI, 18,000 active volunteers. I've spent my career building products for international audiences. That feels like a natural fit here."

"Third, the mission. I've had the chance to build consumer marketplaces, subscription products, AI platforms. PMI seems to need that combination. And helping professionals run projects better in an AI world? I can't think of more meaningful work."

Slide 2: Opportunity - What I See From the Outside

"I've done some homework. I've used your products. I've read the annual reports, listened to Pierre's keynotes, talked to practitioners. I won't pretend I have the full picture. But here's what I notice."

"Only half of projects globally deliver the value they promise. PMI:Next puts it simply: 'maximize project success to elevate our world.' That's the gap. And with 750,000 members and a $33 trillion project economy, nobody is better positioned to close it. Almost a million AI course enrollments already. The appetite is there."

"Three patterns I see. First, the AI opportunity is still largely untapped. Infinity has 150,000 users and the PM knowledge layer is strong. And outside PMI, every organization is figuring out how to run projects in an AI world. PMI is positioned to lead that. The foundation is there. The product experience on top of it feels like the open lane. Second, PMI is moving from a certification machine to a community-centered business. That's the right direction. I'd love to understand how far along that shift is. The opportunity I see is connecting members, content, and tools into one experience beyond the exam. Third, practitioners love PMI, but from what I can tell, their companies aren't buying it yet. The individual relationship is strong. The enterprise door seems like it could open much wider."

"Those are the patterns I see from the outside. What would you add, edit, or remove?"

Slide 3: Priorities - Listen. Build. Scale.

"That's what I see. Here's what I'd do. Listen first, then build, then scale."

"90 days: earn trust. 50+ conversations with stakeholders, chapter leaders, volunteers, practitioners. Use every product as a real user. Map product, technology, and member journeys across the entire portfolio. And understand the team: 200+ people, many contractors. I'd want to learn what work is contracted out and why. Where does the institutional knowledge live? Are the career paths clear enough that PMI attracts and keeps the best product and engineering talent? I'd aim to deliver a 1, 3, and 5-year roadmap by Day 90, built with the team. The first 12 months concrete and rolling. Years 3 and 5 aspirational and certain to change, but they set direction."

"Year 1: ship things people feel. The vision I'd want to explore: evolve Infinity from AI assistant toward a live project coach. Connect the acquired content into one knowledge experience. Start moving from transactional to recurring revenue. And build the foundations: product-level P&Ls, a tech ops baseline, and a talent structure that makes this team a destination for great people."

"I've done exactly this revenue shift. Fandango was a ticket-selling business. We added FanClub, the first subscription in the industry. Built Fandango 360, selling data to studios. Moved from low-margin tickets to higher-margin products. The whole portfolio became a lead-gen engine for Peacock."

"Year 3: PMI:Next calls it career-long learning and development. I call it: lifelong platform from university to C-suite. Enterprise at scale. Recurring revenue as the growth engine. Evolve certifications for the AI era. The PMP is sacred, never dilute it, but extend its reach into new skills and formats. The flywheel is: more practitioners, better content, stronger chapters and volunteer ecosystem, more practitioners."

"On AI: build what differentiates. For PMI, that's the coaching layer inside Infinity and the member graph. Nobody else has 750K practitioners' learning journeys. That data is a moat. Buy what's commodity: LLMs, cloud. These change every six months. Partner for distribution: enterprise integrations, regional content, university partnerships."

"AI isn't just a product strategy. I see the CPO role as helping set AI standards and share infrastructure across functions. Marketing: personalization at scale. Ops: automate what's repeatable. Certs: AI-assisted proctoring. Member services: smart triage. The CPO as the hub, not the bottleneck."

"Six things I'd want to track from day one: retention and NPS, time-to-value, revenue per member, AI adoption rate, enterprise revenue share, and platform reliability. From what I've seen, enterprise is under 25% today. I'd want to understand why and where the growth potential is."

"I'm not bringing a separate agenda. PMI:Next is the strategy. I want to accelerate it."

Slide 4: How I Lead - Five Tenets

"I think of product and technology leaders as conductors, not soloists. The product IS how your members experience the brand. The technology is what makes it scale. That's a serious responsibility. So here are the five principles I lead by. Not slogans. These are how I make decisions."

"I see teams fall in love with their solution all the time. Simple example: the problem is 'get me from A to B, fast and safe.' The solution was a horse. Then a bike, a train, a car, a plane. The problem stayed the same. The solution kept changing. That's how I think about product. Is this a problem worth solving? Is it underserved? Is there a commercial reason to solve it? Start there. Solutions change. Good problem definition doesn't."

"Play where you can win. Not everywhere. When you have multiple content pillars, Infinity, certifications, a growing community, the temptation is to spread thin. I'd rather go deep on fewer bets and actually move the needle. The breakthrough always comes when you stop treating things as separate products and focus on the one thing they share: the user."

"A shipped feature that changes nothing is just cost. I've seen teams ship 50 features in a quarter and move no metric. Feature factory. I build cultures where the question isn't 'what did we ship?' It's 'what changed?' If someone on my team can't tell me how we'll know something worked, I ask them to stop and think harder."

"Hire great people. Clear the path. Let them run. I've always sat with the team, not in an office. Public calendar so nobody has to chase me. Every week I share what I'm working on and invite people to call me out if they notice a change. That's feedback in practice. I work for the people who work for me. Their success is the scoreboard."

"I like to win. But when we don't, I insist on extracting every lesson and spreading it. Structured retros. Not blame sessions. What happened, what we'd do differently, what we now know. The worst thing is to fail quietly and repeat the same mistake somewhere else."

"The biggest mistake would be to replace domain experts with AI people. The product and tech team has deep subject matter expertise that took years to build. The job is to make those people AI-capable, not to replace them."

"How? AI literacy training, not a one-time workshop. Sandbox environments where every team can experiment safely. And pair AI-native hires with domain experts. Don't silo them. Cross-pollinate."

"And give them safety to fail. Nobody adopts what they're afraid of."

Slide 5: Together

"Three things you'll always get from me. One scoreboard: my area never wins at the collective's expense. Show the work: data first, I say 'I don't know' when I don't, no jargon. And the big bets and the boring fixes both matter. Innovation without operational excellence is just noise."

"I've thought about how I'd work with each of you. You can see my notes on screen. But the short version: shared funnel with Growth, tight alignment with Strategy, and building the team PMI needs in two to three years with Talent."

"I've spoken with Pierre. He's direct, he's hands-on, he cares deeply about substance and collective ownership. I match that energy. I bring options, not problems. I share data early so there are no surprises. I push back when I believe something matters, directly and with evidence. Once we decide, I commit fully. He told me he's better at elevating ceilings than floors. I'm someone who does both. I build the systems that raise the floor while protecting the space for the team to raise the ceiling."

"I think of the product and technology org as the hub, not the boss. We set standards, share infrastructure, and make it easy for every team to move. Hub-and-spoke. Each function owns execution in their domain. Product and tech provide the connective tissue. That's how you scale without creating bottlenecks."

"Last thing. I think I'd work really well with this team. I can feel the energy even from the outside. We'd build great things together, and I think we'd have a lot of fun doing it. And I can't think of a more powerful mission than this one: we maximize project success to elevate our world. That's worth going all in for. Cards showing. I'd love to hear what's on your mind."

Bold Ideas (if Pierre asks "What would you build?")

"I have five hypotheses I'd want to pressure-test. They're hypotheses, not recommendations. I'd need to validate every one with the team. But here's how I'm thinking about where PMI's product could go."

"Research suggests that by 2030, the majority of skills for knowledge jobs will need to evolve. PMI sits on one of the richest datasets of professional capability in the world, but it's spread across multiple products. If you unify that into a single intelligent profile, PMI could go from a place you get certified to the career operating system for 40 million professionals. One profile that knows what you've learned, what you've earned, and what you should do next. That's how multiple products become one experience."

"I've used Infinity. The foundation is strong: multi-LLM, specialized agents, document generation, cited sources. 77% of users already augment their work with it. But only 7% of PMs apply M.O.R.E. consistently. When they do, project success jumps from 27 to 94. That's a coaching gap worth closing. The hypothesis: evolve it from AI assistant toward a live project coach. I'd want to validate that with the team and with data."

"The landscape is shifting. Lower-cost alternatives are growing fast. They sell access. PMI can sell proof. Enterprise buyers renew because their teams got measurably better. Pierre talks about being a broker of trust. This is where that concept becomes a product. Team-level NPSS tracking, capability gaps, ROI data. The product becomes its own proof. That's a moat the alternatives can't replicate."

"A PMP earned in 2019 and one earned yesterday look identical. The skills behind them may not be. CPMAI is getting 1,000 applications a month, which tells me the market wants credentials that evolve. The hypothesis: a living score. Not a badge date, but skill currency."

"40 million project professionals don't leave Jira or Teams to learn. What if PMI embeds coaching and standards inside the tools teams already use? It goes from a place you visit to a layer you can't work without. Partner, don't own."

"Year one: listen, unify, ship. Earn trust. Year three: prove it. Living credentials rolling, enterprise proof engine live, M.O.R.E. adoption measurably up. Year five: own the category. PMI is the career operating system. Year ten: the project profession didn't die from AI. PMI evolved it."

"These are hypotheses from the outside. I'd rather be approximately right than precisely wrong. The first thing I'd do is validate every one of these with the team and with data."

"Five growth levers I'd want to explore. Individual to enterprise. One-time cert to recurring revenue. Offline to digital-first. English-first to global-first. And membership perk to platform: if Infinity is bundled inside membership today, that may cap its growth. Worth pressure-testing."

"I'd want to understand your growth model early. Where is the next million members coming from: individuals signing up, or enterprise deals bringing whole teams? That shapes everything product builds."