After a shift in strategic focus towards a new customer segment, we found that our product architecture was preventing us from designing and delivering ideal experiences for this group.

Investigated the root cause of the structural limitations and compared them against customer need to determine best next steps

To better understand where we were missing opportunities to provide a better experience for enterprise customers, I connected with our revenue team to gain their insights on what things they were seeing, or had seen over time.

They gave me access to a tool called Gong, which is used for analysing sales calls to improve. It also proved to be a great source of untapped information about what our customers were asking for, and where we were letting them down. After analyzing 90+ calls with current and prospective customers, I was able to compile a list of the most common requests and issues that customers had.

I then worked closely with the head of engineering to document our current product architecture, and review where it was restricting us in delivering the best experience possible for our customers.

In Collaboration with my team's PM, we wrote discussion guides and led interviews with enterprise customers from the US banking sector and FAANG companies, to assess their requirements in more depth.

Researched competitor product models & industry standard enterprise design

During our interviews, our customers frequently raised that other vendors offered different features to cater to their needs. I spent some time researching our competitors and their offerings/product structures, in an effort to better contextualize our own for the wider team.

Created & initiated plan to adapt our product architecture to be enterprise ready that aligned with business objectives

In Collaboration with the Revenue and Product heads of Optimal Workshop, we created a plan to design and deliver a new product architecture with a focus on flexibility and expected functionality for customers of all sizes.

This document outlined our cross-functional effort to deliver this work, and finding ways to enhance each other's work. Overall we found that the team was very optimistic and excited about this new path forward, and meant they could begin to think differently about how we priced, packaged and sell our product.

Our product squad has become the leader on this work, and have gained complete buy-in from our SLT to proceed with this work in the way we need to.

Modeled a new product structure based on customer needs and industry standard enterprise design patterns

A large part of this work was to then collate all of the information gathered, and devise a new structure that satisfied all of the business and customer criteria.

Fast thinking & poor handwriting

Evaluating our current structure

Enabled high level of cross-collaboration with different business departments and teams

Overall this project has helped our org to find new ways to collaborate across departments, and bring focus to a really critical area of our business.

There has been an big shift in the way we talk about how we sell our product within the company, and many new groups and teams are working together on a common path.

Created programme of work created that will drastically shift our product's direction over the next 6 months

A really exciting part of this project is that we have been able to ask some fundamental questions of our product, and shape a roadmap for how to move towards a more sustainable product architecture over the next 6 months.