Audit
Accelerating development in a regulated sector
Pierre Touton
CEO of Bow Medical
Double the frequency of releases by the Tech & Product team
- Reorganization focused on three customer segments
- Establishment of a regular, shared roadmap every six months
- Definition of a phased web migration plan
- Clarification of Product and Technical Roles
x2
Release frequency for Tech and Product teams
"The audit allowed us to seize the opportunity at just the right moment. Before, I used to have to pull my teams along; now I push them: they’ve adopted the terminology and priorities and are challenging one another. Stellar was able to turn our findings into a concrete action plan, combining operational benchmarking with practical experience on the ground. Without them, I never would have been able to get the Group moving so quickly."
Stellar and Bow Medical are working closely together to accelerate the restructuring of their tech and product teams
In this project, Matthieu Pozza and Axel Colin, Chief Product Officers at Stellar, helped Pierre Touton, CEO of Bow Medical, restructure the product organization and develop a clear roadmap aligned with business priorities.
Mission
Bow Medical develops specialized anesthesia and intensive care software solutions designed to improve the quality and safety of critical care patient management. Used in the majority of French university hospitals, the company serves over 500 facilities and 2,800 operating rooms. With 70 employees, the company is pursuing its international expansion, aiming to consolidate its leadership in Southern Europe and explore new offerings based on medical data.
Tangible Results
, and an organization realigned around value and performance
Stellar's support has enabled Bow Medical to improve the reliability of its deliveries, refocus its teams on business value, and accelerate the adoption of its innovations.
- Product reorganization: restructuring the team around three customer-focused units to better address needs in the field.
- A consistent roadmap schedule: two major releases a year, each preceded by a collaborative alignment process.
- Increased adoption: 5x greater use of new features thanks to prioritization focused on user value.
- Controlled migration: a gradual transition to a web-based architecture without disrupting business operations.
#1 Limited adoption of new features
Some new features were used only 10% of the time, revealing a mismatch between users' perceived value and Delivery's priorities.
Value-based product management
Stellar helped Bow Medical develop a strategy centered on business needs and realign its roadmaps around key use cases, increasing adoption of new features fivefold.
#2 Quality compromised by faster release cycles
Moving from one to three releases per year had sped up the process, but resulted in 20% more regressions, which affected reliability.
Controlled rhythm and alignment rituals
The introduction of two major annual releases, each preceded by a week of synchronization, has stabilized the delivery process and involved all teams in the planning.
Results
Tangible results:Toward a high-performance product organization
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