Coaching
Structure the Product function to align vision and performance
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Elise Applanat
Co-founder at MerciYanis
< 3 months
to formalize a clear and shared product vision and strategy
- A clear, embodied, and projected product vision that connects business ambition, customer priorities, and operational execution.
- A stronger alignment among founders, enabling faster, more confident decisions that are connected to growth and retention challenges.
- A roadmap refocused on segments with the highest potential, with investments concentrated on high-impact levers rather than scattered across opportunistic demands.
- A prioritization framework structured around five strategic OKRs, ensuring greater consistency between product decisions and business objectives.
- Consolidated product leadership, with a strong CPO position, capable of promoting the vision, defending structural choices, and orchestrating the transformation towards data-driven management.
x5
managerial impact and decision-making skills in 3 months
"When I took on a new role, I had to start from scratch. Their support helped me regain my confidence, define our product vision, and get the whole team on the same page. We shifted from a demand-driven product to a vision-driven product. Without them, I would never have been able to implement such rapid changes within the team."
Stellar & MerciYanis, a strategic collaboration to transform an opportunistic organization into a performance-oriented product machine.
In this assignment, Olivier (CPO Stellar) worked with Elise Applanat, co-founder of MerciYanis, to structure the Product function, clarify its role, and align the roadmap with business objectives.
Mission
MerciYanis has set itself a mission: to structure and digitize its market with a powerful and scalable B2B SaaS platform. Built historically in close collaboration with the sales teams, the platform has developed in line with business opportunities.
A product organization realigned with performance
Stellar's support enabled MerciYanis to transition from opportunistic operations to a strategic product investment approach.
- A clear and distinctive product vision, embodied internally
- Faster and more objective arbitration
- A strengthened founding alignment
- A solid foundation for integrating data management and anticipating churn
#1 Roadmap to align with performance drivers
The roadmap reflected historical growth rather than explicit guidance based on business objectives, making strategic decisions more complex.
OKR-based management & alignment with founding principles
Implementation of five strategic OKRs to connect the roadmap to challenges related to churn, growth, and market positioning, and accelerate decision-making.
#2 Product leadership to be structured to support scaling
The transition from a predominantly technical role to strategic product leadership required a shift in focus toward arbitration, projection, and team alignment.
Strengthening product leadership
Targeted coaching to clarify the role of CPO, structure key decisions, and increase arbitration and internal alignment capacity fivefold.
#3 Underutilized product potential
Investments were spread across multiple segments and initiatives, limiting the concentration of resources on levers with the greatest business impact
Strategic realignment & performance focus
Clarification of a strong product focus, discontinuation of initiatives with low ROI, and concentration of efforts on segments with the highest growth and retention potential.
Results
Tangible results:Toward a high-performance product organization
