Structuring the Product & Marketing organization to support international expansion
Audit
Structuring the Product & Marketing organization to support international expansion
Laure Pichereau
CEO of Siview
x2 of ARR targeted in 12 months
- Clarification of business objectives and creation of a shared vision between divisions
- Strengthening the CPO's role to drive product strategy and free up time for the CEO
- Structuring the Product & Marketing team
- Revamping team rituals and the Business Value Roadmap
x2
of ARR targeted over 12 months
"Working with Stellar was a real game-changer. In just a few weeks, we clarified our roadmap, built out the product and marketing team, and implemented decisions I’d been putting off for months. I gained a sense of calm, confidence, and, above all, impact. It’s simple: without it, we’d never have been ready to scale internationally."
Stellar and Siview, a strategic collaboration to structure and accelerate.
In this key assignment, David, Stellar's product strategy expert , and Matthieu Pozza, CPO at Stellar, worked closely with Étienne Paul, CPO at Siview, and Laure Pichereau, CEO. Together, they redefined key roles, structured the Product & Marketing organization and strengthened the strategic vision to enable Siview to confidently project itself internationally.
Mission
Siview democratizes access to vision care for people with no suitable corrective solution. Using AI technology, the startup automates eye exams with clinical precision, enabling everyone to get an instant prescription. Since 2016, over 300,000 patients in 15 countries have regained clear vision. Next step: to become the world leader in automated subjective refraction, starting with the US market.
Concrete results
& an organization ready to Scale internationally
Stellar's support enabled Siview to strengthen its product/marketing alignment, clarify its roadmap and lay the organizational foundations for an ambitious international roll-out.
- The CPO's role has been repositioned to focus on strategic decisions, freeing up the CEO's time and clarifying internal responsibilities.
- Product & Marketing structuring: integrated Product Designer and creation of a temporary PMM role enabled better coordination.
- Roadmap clarified: Prioritization refocused on business issues, with iterations better linked to customer feedback.
- Aligned corporate vision: shared objectives between divisions to limit silos and reinforce the overall impact of initiatives.
#1 Lack of alignment between Product and Marketing
Launch strategy, customer communications and product priorities were moving forward in silos, hampering the clarity of the offering and the coherence of actions.
Shared vision & Product/Marketing synchronization
A clear vision, shared by the divisions, and a framework for weekly Product/Marketing exchanges have enabled us to align our teams on the right business challenges.
#2 Product decisions disconnected from the business
Deliveries lacked any link with strategic objectives, and trade-offs were sometimes unclear or postponed.
Structured roadmap & stronger ownership
Refocusing on business value, structuring the Roadmap in iterative cycles and increasing the CPO's responsibilities have improved prioritization and clarity.
#3 An organization that's hard to scale
Without clear governance, it's difficult to address international issues or change roles within the team.
Structuring the Product & Marketing organization
Creation of a PMM role, recruitment of a Product Designer and upgrading of key roles for a Scaler-ready organizational base.
Results
Tangible results:Toward a high-performance product organization
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