From Diagnosis to Deployment: How I Applied PM Principles to Launch a Natural Product Line for My Daughter
From Diagnosis to Deployment: How I Applied PM Principles to Launch a Natural Product Line for My Daughter
Sabrina Gallimore, PMP, LSSBB, ACC
Director, Operational Process Transformation | Certified Executive Coach
When my daughter was diagnosed with a rare medical condition requiring hyper-vigilant skin care, I faced a choice that many parents encounter: wait for the market to catch up to our needs, or take matters into my own hands. As a PMP with 15+ years leading enterprise transformation programs, I chose the latter—and discovered that the same frameworks I used to manage multi-million-dollar corporate initiatives could be applied to something far more personal.
This is the story of how I applied PMBOK principles to launch a natural product line from scratch, navigating uncertainty, regulatory complexity, and the highest-stakes stakeholder of my career: my child.
Initiating: Building the Business Case
Every project begins with a problem worth solving. In this case, the problem was painfully clear: existing products on the market contained ingredients that triggered adverse reactions, and transparency in labeling was inconsistent at best. My daughter's condition demanded solutions that didn't yet exist in an accessible, affordable form.
Key PM Activities:
Business Case Development: Documented the gap in the market (natural, transparent, hypoallergenic products for sensitive pediatric skin), quantified the pain point (frequency of reactions, cost of trial-and-error with commercial products), and defined success criteria (safe formulations, positive user feedback, potential to help other families).
Stakeholder Identification: Primary stakeholder = my daughter (end user with non-negotiable safety requirements). Secondary stakeholders = my family (time/financial investment), future customers (parents navigating similar challenges), regulatory bodies (Health Canada compliance).
Charter Definition: Scope boundary = small-batch, handmade, transparent-ingredient natural skincare products. Out of scope = mass production, synthetic ingredients, unproven formulations.
Lesson Learned: In corporate PM, we often start with a sponsor's vision. In personal projects, you are the sponsor, the PM, and often the subject matter expert all at once. Clarity on what you're solving for—and for whom—is even more critical when resources are constrained.
Planning: Building the WBS & Mitigating Risk
Once the business case was approved (by me, for me), I moved into planning mode. The goal: break down "create safe natural products" into manageable, sequenced deliverables.
Work Breakdown Structure (WBS): I decomposed the project into five major work packages:
Research & Upskilling (certifications, ingredient education, formulation science)
Product Development (formulation design, sourcing, testing protocols)
Regulatory Compliance (Health Canada requirements, labeling standards, liability considerations)
Production & Quality Assurance (small-batch manufacturing, testing, packaging)
Market Validation (pilot sales, customer feedback collection, iteration)
Scope Management:
I defined non-negotiables early: 100% transparent ingredient lists, no synthetic fragrances, no fillers, family-tested before market release. Any formulation that didn't meet these criteria was out of scope, regardless of cost or convenience.
Risk Register:
I maintained a living risk register throughout the project:
Procurement Strategy:
Sourcing natural ingredients required vendor evaluation based on quality certifications (organic, non-GMO), reliability, and cost. I developed a supplier scorecard and maintained relationships with 2-3 vendors per key ingredient (shea butter, essential oils, carrier oils) to de-risk supply chain dependencies.
Timeline & Dependencies:
Using a Gantt chart, I mapped critical path activities:
Phase 1 (Months 1-3): Certification completion (Natural Formulator course) → unlocks formulation design
Phase 2 (Months 4-6): Formulation finalization → testing protocols → regulatory review
Phase 3 (Months 7-9): Small-batch production → quality checks → packaging design
Phase 4 (Months 10-12): Market pilot → VOC collection → iteration planning
Lesson Learned: In corporate PM, dependencies are often people or systems. In entrepreneurship, you are often the dependency. Time-boxing work and protecting capacity became essential to avoid burnout.
Executing: Production & Quality Management
With planning complete, I moved into execution—where theory met reality.
Quality Management Plan:
Given that my daughter was the primary user, quality couldn't be compromised. I implemented a multi-stage testing protocol:
Ingredient verification: Lab reports from suppliers confirming purity and origin
Small-batch testing: Create 2-3 units per formulation, test on myself for 7 days
Family beta testing: Expand to other adults in household, monitor for reactions
Pediatric testing: Under medical guidance, introduce to my daughter in controlled setting
Customer pilot: Offer samples to trusted friends (other parents) before market launch
Change Control:
Not every formulation worked on the first try. When a soap batch caused mild dryness, I adjusted the superfat percentage (excess oils for moisturizing). When a bath soak clumped due to humidity, I reformulated with anti-caking agents. Each change was documented, re-tested, and version-controlled.
Procurement Execution:
I established relationships with local and online suppliers, negotiating small-batch pricing and ensuring certifications were current. I also identified backup vendors to mitigate single-source risk.
Lesson Learned: In corporate transformation, we often have large teams to absorb execution work. In solo entrepreneurship, scope creep is a constant threat. I learned to ruthlessly prioritize "good enough to launch" over "perfect," knowing iteration would come in later phases.
Monitoring & Controlling: Market Research & VOC Collection
Once products were ready, I entered the monitoring phase—arguably the most valuable part of the project lifecycle for entrepreneurial ventures.
Pilot Strategy:
I launched at small vendor markets, treating each event as a live beta test. This allowed me to:
Observe customer reactions in real-time (which products attracted attention, which were overlooked)
Collect voice of customer (VOC) through informal conversations and feedback cards
Test pricing strategies (willingness to pay, perceived value)
Refine messaging (which stories resonated, which fell flat)
Performance Metrics:
I tracked:
Sales by SKU (which products sold fastest)
Customer demographics (parents vs. non-parents, age ranges, primary pain points)
Repeat purchase intent (verbal commitments to return, email list sign-ups)
Feedback themes (scent preferences, packaging suggestions, pricing concerns)
Stakeholder Feedback Loop:
After each market, I debriefed with my family (internal stakeholders) and customers (external stakeholders). I used this feedback to adjust formulations (e.g., offering unscented options for fragrance-sensitive customers), packaging (clearer labeling), and marketing (emphasizing the personal story behind the products).
Lesson Learned: In corporate PM, we often monitor against a fixed baseline. In entrepreneurship, the baseline is a hypothesis. The ability to pivot quickly based on real-world data is a competitive advantage.
Closing: Lessons Learned & What's Next
As I transition from pilot to scale, I'm applying PMBOK's Closing Process Group to document lessons learned and plan next phases.
What Worked:
Iterative approach: I couldn't "plan perfectly" upfront. Learning by doing was essential.
Stakeholder-first mindset: My daughter's safety was the North Star, which kept scope creep in check.
Data-driven decisions: VOC from markets informed product iteration more than my assumptions ever could.
Risk management: Proactive mitigation (e.g., testing protocols, backup suppliers) prevented catastrophic failures.
What Was Hard:
Time management: Balancing a full-time Director role with a side project required ruthless prioritization.
Perfectionism: As a Lean Six Sigma Black Belt, I had to fight the urge to over-engineer. "Good enough to launch" was a discipline I had to learn.
Emotional investment: When your highest-priority stakeholder is your child, every decision carries weight. Separating emotion from data was critical.
What's Next:
Scale production: Evaluate co-packer partnerships to free up time for business development
Expand product line: Introduce new SKUs based on customer requests
Formalize feedback loops: Implement post-purchase surveys and loyalty programs
Explore B2B opportunities: Pilot partnerships with pediatric clinics or wellness centers
Reflection: PM Beyond the Boardroom
This project reinforced something I've always believed but hadn't fully tested: PM principles are transferable to anything that matters. Whether you're leading a corporate transformation, building a side business, or solving a deeply personal problem, the discipline of defining scope, managing stakeholders, mitigating risk, and iterating based on feedback is universally applicable.
For fellow PMPs considering entrepreneurial pivots or personal projects, here are my questions for you:
What problem are you uniquely positioned to solve? (Your lived experience is your competitive advantage.)
How would you scope this project if you were managing it for a client? (Apply the same rigor to your own work.)
Who are your stakeholders, and what does success look like for them? (Clarity here prevents scope creep.)
What's your risk tolerance, and how will you mitigate downside? (Entrepreneurship requires calculated risk, not reckless risk.)
How will you measure progress and know when to pivot? (Data over intuition, always.)
PM isn't just a credential—it's a mindset. And when applied to the things that matter most, it's transformational.
About the Author:
Sabrina Gallimore, PMP, LSSBB, ACC, is a Director of Operational Process Transformation with 15+ years leading enterprise change initiatives across transportation, logistics, and real estate sectors. She is also an ICF-certified executive coach specializing in resilient leadership and sustainable high performance. This article reflects her personal journey applying project management principles to entrepreneurship and family wellness.
