Datasite's delivery structure used the standard product trio (product manager, designer, engineer) as its base unit, but extended it on demand: sales or service leaders were pulled into a given trio's work as needed, forming an "extended trio" rather than a fixed larger team.
The purpose was to keep commercial stakeholders — who, per Financial Print Sales Model (Book-of-Business Silos), had reason to feel every product dollar as a personal cost — genuinely engaged in the build rather than sidelined during a long platform effort. It's a lighter-weight alternative to permanently enlarging the core trio: commercial voices are added exactly when a decision needs them, and the trio reverts to its base form otherwise.
Related: Financial Print Sales Model (Book-of-Business Silos), Product Model (vs. Roadmap Model).
At Datasite, the extended trio was used especially to define MVP scope when a sales or service leader's frontline commercial knowledge was needed to scope work against an already-high existing product bar — new work had to clear the standard set by the legacy platform, and the added commercial voice kept scoping realistic and kept stakeholders bought in.
Из тем: The Product Operating Model