Align teams to achieve Product/Market Fit for a new SaaS product
- Squad specialization - focus on SaaS
- Creation of clear rituals between Product, Tech and Business teams
- Optimizing organization to maximize the impact of product deliveries
- Building a product investment roadmap with quarterly metrics
Stellar and Garantme, working hand in hand to accelerate growth.
In this reorganization, David, Stellar's product strategy expert, worked closely with Christopher and Alex, Stellar's CPOs, to accelerate the growth of their new SaaS product and align the Product & Business teams.
Mission
Thanks to its insurance solutions and SaaS tools, Garantme enables agencies to simplify rental management, protect lessors' assets and reduce their administrative burden. Since its creation, the company has covered over 120,000 homes, including 83,000 active properties, working with 4,000 real estate agencies.
Your growth doesn't rely solely on Marketing and Sales.
A product that doesn't deliver on its promises is doomed to failure, even with the best marketing and sales people:
Achieving Product/Market Fit for the new SaaS product
The aim is to redefine the SaaS value proposition and turn it into a growth driver.
Maximizing synergies between Garantme products
Ensuring that SaaS supports the performance of existing insurance products
15M€ sales
Ensure growth of SaaS products to exceed €15M in sales
Mistrust between Sales & Product teams
Disorganized customer feedback and the Product's inability to respond quickly to it generated strong tensions between Sales and Product.
Rituals and organization overhauled
Stellar has set up collaboration rituals between Product, Tech, Sales and Design, with clear rules for inputs, decisions and feedback. This new organization fosters autonomy, streamlines the product creation process and maximizes the impact of deliveries.
No impact control
Developments, driven by Sales requests rather than impact, are focused on functionality without post-delivery measures, resulting in low-impact features.
Creation of a product investment roadmap
Stellar has defined a clear roadmap, based on impact objectives and quarterly metrics with allocated resources. The autonomous Product Squad devotes 70% of its capacity to major opportunities.
Difficulty prioritizing products
The Product and Sales teams, scattered between SaaS and the historical insurance offering, had to juggle resources and prioritization, slowing down the iterations needed for Product-Market Fit and creating internal friction.
Creation of specialized squads
Stellar recommended the creation of specialized squads to accelerate the focus on SaaS, with a dedicated product squad and sales team.
How Stellar helped Garantme
A 360° audit in 2 weeks
In just 2 weeks, Stellar helped Garantme reshape their Product org to boost SaaS revenue and tighten Product-Sales collaboration.
- Squad specialization : Stellar recommended dedicated squads to fast-track the SaaS focus.
- Optimizing rituals and organization : Stellar recommended setting up collaboration rituals between Product, Tech, Sales and Design with clear rules.
- Building a product investment roadmap : Stellar set a clear impact-driven roadmap — 70% of Product capacity now targets high-impact opportunities.
Tangible results:
Towards sustainable growth
Stellar's support has led to significant improvements for Garantme, both in terms of SaaS growth and collaboration between the Product and Business teams.
- Improved strategic alignment: teams become aware of collaboration shortcomings and refocus on their respective priorities.
- Smoother communication: creation of a clear communication framework and a shared vision between founders, the board, and teams.
- Boosting SaaS sales: creation of a dedicated SaaS sales team.
- Accelerated collaboration: better integration of business priorities into the product design cycle.
Testimonial
"For the short amount of time we spend with our teams, the efficiency of the process is beyond reproach. The clear, actionable deliverables enable us to ask the right questions and trigger constructive discussions. It's exactly what we expect from an audit, but with unprecedented speed".
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