Situation

The company wanted to support scalable growth going forward, moving on from the initial set of 3 startup proof-of-concept partners.

Approach

The current setup of the company wasn’t fit for purpose. Through the initial growth, the 3 PMs had taken over one of the 3 initial clients each, which wouldn’t scale. The central piece of the transformation was to move to a company-wide scalable planning, design & build process, away from individual & custom pieces of work. To achieve this, the main changes were:

• Focusing the Product team on core product work, and de-coupling the team from initial product-market fit investigations. This made the Product team independent of individual partners and ready to scale.
• As a consequence, the Commercial team took over the day-to-day partner relationship management and we created a Customer Success role within the team. This allowed the Commercial team to scale as needed.
• Restructuring the Engineering team to match the Product structure and create impactful squads. The squads are now led by the Product Manager / Tech Lead combination and execute at pace, in a focused way.
• Finally, we brought the Product leader onto the leadership team to create visibility of the Product initiatives, and get buy-in and support at the leadership level much faster.

The core process of product development is now set up to fuel rapid growth over the next few years. The processes between the teams support the growth, and teams can internally ramp up their staffing as needed.