Audit
From consulting to AI software
Thomas Levallois
CFO at Araïko
Structuring the organization to accelerate product transformation
- Clarification of governance with the appointment of a CEO
- Setting up autonomous teams by activity
- Launch of first recruitments Product to support execution
2
AI products currently being launched
"We gave you demanding specifications, and you met them to the letter. Great communication, clear deliverables, and a real eye-opener for us. If I had to rate the project, I’d give it a solid 5 out of 5. You helped us uncover key insights that went far beyond the product itself."
Stellar and Araïko, working hand in hand to accelerate growth.
In this reorganization, David, a product strategy expert at Stellar, worked closely with Arthur and David, CPOs at Stellar, to accelerate the growth of their new SaaS product and align the Product & Business teams.
Mission
Araïko is a consulting firm that supports companies in their digital transformation, combining strategic consulting, customized implementation and the development of innovative SaaS solutions.
Alongside its consulting activities, Araïko is developing its own dynamic startup studio, with the ambition of launching one product a year. Its aim: to transform field Insights into Scalable solutions and create new growth drivers.
Tangible results
Solid foundations for growth and innovation
Stellar's support enabled Araïko to structure its organization, accelerate its Time-to-Market and strengthen the strategic alignment of all its teams.
- Structured governance: Appointment of a single CEO to streamline decision-making and strengthen strategic alignment at all levels.
- Team empowerment: Creation of dedicated squads by activity (Consulting, Customized, Product) to accelerate execution and clarify business priorities.
- Data-driven product management: Implementation of reliable market and user indicators to guide development choices and prioritize product investments.
- Accelerated time-to-market: Significant reduction in delivery times for customized projects, with a target deployment time of 3 weeks instead of 3 months.
#1 Product decisions made on instinct
Without discovery or regular user feedback, product decisions were based on intuition, resulting in low adoption rates and extended time-to-market.
Structuring decision-making Product
Implementation of a product management system based on reliable market and user data, to guide development priorities.
#2 Shared governance and slow decision-making processes
Co-governance slowed down execution and sowed uncertainty within teams, slowing down progress on strategic projects.
Clarifying governance
Appointment of a single CEO and simplification of decision-making circuits, for greater responsiveness and strategic alignment.
#3 Overly transverse organization, diluted priorities
The lack of compartmentalization between consulting, customization and products made arbitration more complex, and hampered the profitability of the Business Units.
Business Units empowered by activity
Organization of teams into autonomous squads and refocusing of objectives by Business Unit to maximize impact.
Results
Tangible results:Toward a high-performance product organization
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