High-Impact Product Management

Jason Mevius headshot

Successful product introduction is really difficult to execute. I identify product portfolio gaps with the biggest market potential and drive businesses to create highly-specific technical products – launching new offerings that delight customers and meet corporate financial goals.

My new role is to make renewable energy a global reality. I’m forming and leading a new cost-leadership group to enable storage battery systems that will coordinate with grid systems, solar farms, and wind turbines to gain market penetration.

  • Market-Driven Product Development

  • Profit & Loss Management

  • Product Roadmap Creation

  • Portfolio Strategy & Management

  • Product Life-Cycle Management

  • Lean Six Sigma Integration

  • Strategic Product Planning

  • International Team Management

  • Data-Driven Decisions

Professional Experience

2021 – Present

Fluence Energy

Senior Product Manager
2021 – Present

Fluence is solving the problem of energy storage to aid conversion to renewable energy sources – my profitability team spans the entire product / services portfolio.

Fast Company: Fluence 2021 Top 10 Innovation
Fast Company: 2021 Top 10 Innovation

Last year, Fluence sold $1B worth of energy storage equipment around the world, helping grids avoid dirty coal-burning “peaker” power plants.

2018 – 2020

II-VI Incorporated

Product Line Manager
2018 – 2020

Market definition role responsible for metrics like product growth, revenue and profit goals, roadmap and specification development, strategic account oversight, and global marketing strategy for VCSEL lasers.

  • On-boarded two lead customers to new flagship laser VCSEL product line – $100M projected revenue over 5Y. Responsible for complete product definition, customer inputs, and performance-price roadmap for new-to-world technical offering.
  • Eliminated inherent eye-safety risk (largest barrier to market adoption) by prioritizing component integration; reduced customer layout space 61%, increased product margin 19%. Strong IP protection prevents commoditization.
  • Introduced new go-to-market strategy; partnered with key sensor vendor, released an ‘approved reference design’ with custom packaged VCSEL laser – anticipated $10M in revenue over 2Y in consumer mobile space.
  • Launched new VCSEL laser into automotive space; new in-cabin sensing platform with planned 10Y roadmap, 60%+ contribution margin. Satisfied demanding internal and external automotive audits with difficult customer.
  • Avoided 8% margin erosion by creating a product cost-out roadmap for a commodity product that aligned with negotiated customer price reduction targets.
  • ‘Pruned’ product line offerings, increased portfolio margin 11%; performed data analysis to identify and isolate products that didn’t align with growth-strategy or adjacent product pull-through. Managed legacy product EOL, maintained 100% uptime for customers.
2013 – 2018


Director of Engineering
2013 – 2018

Organized and led all product development functions for the Enclosures Division: New Product Design (NPD), Engineer-to-Order (ETO), and Product Cost Reduction (VA/VE).

  • Overhauled Engineer-to-Order process with standardized Lean Six Sigma methods:
    • Reduced leadtime by 55%
    • Increased sales 36% YOY to $4M in Y1
    • Implemented quality gating system, improved first-time yields by 28%
  • NPD champion, grew vitality sales ($35M sales, 29% growth) across four product lines.
  • Defined multigenerational product roadmaps for evolution of decades-old consumer lines.
  • Executed DFM project to reduce 21% material and 38% labor cost on a $4M flagship line. 3 patents awarded.
  • Created and implemented tiered engineering career path ladders, succession plans, individualized development plans, and organizational capability assessments.
2012 – 2013


Engineering Manager
2012 – 2013

Spearheaded material and labor reduction (VA/VE) projects with Supply Chain, Operations, Engineering, and Product Managers. Established VA/VE team; implemented a change-based culture to long-dormant product lines.

  • Strategic oversight for $4.0M cost-out P&L (3% COGS) across seven production sites.
  • Key transition member during M&A process. Partnered with technical leads in other divisions to identify $2.4M in actionable synergy cost-out projects.
  • Lean 6 Sigma integration; reduced COGS 1.5% through labor efficiencies without sacrificing quality or leadtime.
2003 – 2012


Senior Design Engineer
2003 – 2012

Design lead for a global project team, responsible for consolidating pressure regulator products obtained through acquisitions with legacy products to form a unified platform for the Oil and Gas industry. Led two Chinese design teams; mentoring, managing deliverables, driving consistent vision.

  • Executed 6 year initiative to reorganize product architecture for mid-tier platform. Formulated the design and intellectual property (IP) process for new products resulting in 14 patents awarded.
  • Converted legacy offerings from 20 disparate designs to unified portfolio with 6 high-margin designs: $21M increase in globally served markets, 63% supplier reduction, 54% component reduction, 28% margin increase.
  • Led two Chinese product design teams; mentoring, managing deliverables, driving consistent vision.
2002 – 2003


Design Engineer
2002 – 2003

Outsourced several flagship product lines to off-shore assembly houses. Responsible for the transfer of all processes, intellectual property, and on-site qualification of all manufacturing methods.

Implemented fail-safe methods to meet customer’s stringent expectations for aesthetics and quality.

1999 – 2002


Associate Design Engineer
1999 – 2002

Responsible for designing circuit board assembly tooling; reduced both cycle time and handling defects.

Business models are too important to be left to the suits. If Engineers are going to make the best of their ideas, they must help develop that business model.

Innovation through Design Patents

Experience creating designs that differentiate, creating value for both the end-customer and the bottom line – 18 separate filings (domestic and international) awarded.

All patent schematics from USPO website – freely available public information.


2015 – 2017

University of Texas at Dallas

M.S. & MBA, Innovation & Entrepreneurship
2015 – 2017

UTD ranked #19 in Princeton Review for Innovation & Entrepreneurship in 2018!

1997 – 2002

Southern Methodist University

B.S., Mechanical Engineering
1997 – 2002

Minors: Computer Science & Mathematics

SMU Campus

Global Experience

I’ve been incredibly fortunate to travel the world for work – seeing things that would have been inaccessible to me otherwise. I am able to better understand a person’s needs and motivations when I meet with them at their home office.

Team Mevius

I always try to remember to emphasize the effect that my family has on my work life – they enable me to pursue my professional passions. Also, they’re awesome…

Jason Mevius - Husband / Father


I enjoy cooking, missing golf putts, and making the perfect Old Fashioned.

In 2017, I finally learned how to successfully complete a Rubik’s Cube.

Jessica Mevius - Wife / Mother


We’ve been married since 2004 and things keep getting better.

She’s a Pediatric Occupational Therapist at her own company, Therapy Squared, and an incredible wife & mother.

William Mevius - Son


Growing faster every day, learning more and more.

We build Legos, have (constant) light-saber battles, enjoy eating cheeseburgers, and love to be silly.

Charlotte Mevius - Dog


Constantly chewing, yipping, napping, and playing – super rascally, so much fun to have around. She thinks she’s a person.