Coaching
Structuring the product function in preparation for the U.S. launch
Victor Ruelle
Head of Product at Joko
3 unified verticals in a scalable, globally ready roadmap.
- Establishing a clear framework for recruitment and management
- Adoption of the OKR method to align Product and Business
- Structuring the product team before scaling up
- Skills development for the Head of Product role
3
unified verticals in a scalable, globally ready roadmap
“Having an experienced mentor who listens and takes concrete action allowed me to step back, organize my hiring process, and lay a solid foundation for our Product team. These discussions helped me gain confidence and gave me the tools to face the future with confidence. Without them, I would never have been able to get things moving so quickly within the Group.”
Stellar and Joko, key contributors to laying the groundwork for scalability.
In thisstrategic mentoring initiative, Alex, CPO at Stellar, and David, co-founder of Stellar, worked with Victor, Head of Product at Joko, to address his challenges in team structuring, recruitment, and leadership style. In just a few weeks, they identified the bottlenecks, developed the tools needed to scale up, and prepared the Product team for international expansion.
Mission
Joko's mission is to reinvent everyday shopping. Its platform rewards online and in-store purchases, simplifying the user experience while generating value for merchant partners. In the midst of a growth phase following several rounds of funding, Joko is preparing for its launch in the United States with a completely redesigned product and a team ready
Concrete results: Joko is ready to scale up and successfully launch internationally
Stellar's support enabled Joko to restructure its Product team and operate at a rapid pace. In just a few weeks, the company transitioned from a one-person-centric model to a clear organizational structure aligned with business objectives and capable of supporting growth in both the U.S. and Europe.
- Structured team: recruitment process and onboarding tools.
- Robust management framework: framework documents, rituals, and OKR management.
- An assertive managerial approach: greater trust and leadership in product decisions.
- An organization ready for expansion in the U.S.: a clear vision, defined roles, and a sustainable pace.
#1 An undersized product feature during the scaling phase
The organization needed to prepare for rapid expansion while undertaking a complete overhaul and international expansion
Structuring the Product Function
Establishment of a clear framework for management and recruitment, and implementation of onboarding and monitoring tools to welcome future project managers and strengthen execution capabilities.
#2 A roadmap focused on deliverables
Product initiatives lacked a direct link to business metrics, making it difficult to track value and prioritize initiatives
Introduction to OKRs and Impact-Based Management
Implementation of a governance structure that aligns the roadmap with business objectives: growth, profitability, and a successful launch in the U.S.
#3 A product strategy tailored to the scale
The transition from an "operational" role to a leadership role required new skills in communication, prioritization, and delegation.
Managerial Empowerment and Leadership Culture Product
Strengthening management practices, clarifying roles, and establishing team routines that encourage autonomy and decision-making at all levels.
Results
Tangible results:Toward a high-performance product organization
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