Audit
Structuring the Product and Tech organization following the Serie A round
Pierrick Arnal
CEO of Predict4health
-90%
of critical bugs in production, improving customer satisfaction and securing deployments
- Structuring the release cycle to streamline deployments
- Refocusing on user discovery and field validation
- Clarification of strategic vision and product priorities
- Recruitment plan to reinforce autonomy and accelerate skills development
-90%
of critical bugs in production
"You might expect a superficial audit, but the action and recruitment plan provided by Stellar is a real game-changer for my teams, especially given that we’re closing our Series A round. I was able to recruit our new CTO through this process, cutting his onboarding time by two months!"
Stellar and Predict4health, working hand in hand to accelerate innovation.
In this strategic mission, David, an expert in product strategy at Stellar, worked closely with Alex CPO at Stellar. They structured Predict4Health's product and tech organization, reinforced process rigor, and laid the foundations necessary to support the company's growth in the medical sector, while preparing for its post-Series A expansion.
Mission
Predict4Health's mission is to improve patients' chances of survival and quality of life after organ transplants. The company develops medical AI solutions that transform the monitoring of transplant patients and patients with chronic pathologies.
Strategic and operational results
structuring growth
The intervention helped to improve software quality, streamline internal organization and better prepare Predict4Health for the challenges associated with its development and the closing of its Series A.
- Reduction of critical bugs: Over 90% fewer major bugs in production, reinforcing the reliability of medical deployments.
- Faster releases: Implementation of a faster, more predictable development cycle.
- Strategic alignment: Clarification of the roadmap and priorities to secure decisions and get business teams more involved.
- Strengthening the tech organization: Structuring teams to reduce dependence on centralized decisions and speed up onboarding of the new CTO.
#1 Unpredictable lead times and high technical instability
Decision-making centralized around the CTO, the absence of a rollback plan, and inadequate testing processes led to frequent delays, regressions in production and a loss of confidence in software quality.
Streamlining the release cycle and enhancing quality
More rigorous organization of production releases, combined with better performance and bug tracking, has accelerated delivery while securing critical deployments.
#2 Lack of detailed understanding of user needs
The lack of direct interaction with users and the absence of field validation limited our ability to develop truly differentiating solutions tailored to the needs of the medical sector.
Refocusing on user discovery and usage value
A more systematic approach to co-design with end-users and better impact measurement have enabled teams to refocus on more relevant and effective developments.
#3 Blurred vision and siloed collaboration
The absence of a shared long-term vision and a "factory-like" organization undermined the coherence of the products developed and hampered inter-team collaboration.
Strategic alignment and implementation of a squad culture
A clearer strategy and a more collaborative organization have enabled us to give meaning to priorities, energize decision-making and restore the involvement of business functions in product development.
Results
Tangible results:Toward a high-performance product organization
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