Coaching
Redefine the post-purchase product vision and strategy
Pauline Renoux
Head of Product at Stanley Robotics
< 2 months
to develop a clear product strategy and vision.
- A clear, shared product vision that aligns business strategy, technical execution, and long-term goals.
- A consolidated governance framework, approved by the board and the teams, ensuring faster, more consistent decision-making.
- A clear, forward-looking roadmap to better prioritize high-value developments and ensure the product's trajectory.
- Cross-functional rituals are being re-established between Product, Tech, and Business, streamlining communication and reducing internal silos.
- A strengthened and confident Product team, now empowered to drive the vision and lead the Group-wide transformation.
< 2 months
to align the interests of teams and shareholders.
"I didn't know where to start when it came to redefining our product strategy. In less than two months, the Stellar method enabled us to engage all teams, align our vision, and lay a solid foundation. Stellar's CPOs aren't just facilitators—they bring genuine conviction and hands-on expertise. Their support is both pragmatic and effective."
Stellar and Stanley Robotics: A strategic partnership to put the product back at the heart of the company's vision.
In this key initiative, Grégoire, Arthur, and David worked alongside Pauline Renoux, Head of Product, and Clément Boussard, CEO, to put the product back at the center of governance and realign the product vision with strategic business objectives.
Mission
Stanley Robotics has set itself a mission: to automate parking logistics using autonomous robots capable of moving, parking, and optimizing space in long-term airport parking lots and logistics centers. Following its acquisition by a Korean group and the expansion into new markets in Asia, Stanley Robotics needed to redefine its product strategy in order to unite its teams around a single vision and accelerate its execution.
Tangible results and an organization refocused on the product
Stellar's support enabled Stanley Robotics to put the product back at the center of its strategy, to align all teams around a shared vision, and to strengthen governance between the CEO, Product, and Tech teams.
- A clear, shared product vision that aligns business strategy, the roadmap, and technical priorities.
- Simplified, collaborative governance that streamlines communication between Product, Tech, Sales, and Management.
- Faster, better-aligned strategic decisions, thanks to a clear framework and structured processes.
- A capable and confident Product team, able to bring the vision to life and lead the transformation over the long term.
- A revitalized culture of collaboration, putting meaning, clarity, and responsibility back at the heart of collective work.
#1 A vague, fragmented product vision
The product, tech, and business teams were working in silos, with each team having its own interpretation of priorities.
Define and share a common product vision
Stellar facilitated strategic workshops involving the Board and leaders of the Technology and Operations teams to establish a clear, shared vision and ensure that all teams were aligned on the priorities and decisions to be made.
#2 Limited collaboration between Product and Business
The product was primarily geared toward the tech sector, leaving sales and marketing teams out of the loop.
Reconnect products and business through collaborative rituals and processes
Stellar has established collaborative workshops and rituals, enabling Product, Tech, and Business teams to communicate effectively, set priorities together, and reinforce the product’s standing within the organization.
#3 Difficulty in translating strategy into concrete action
Lack of methods and documentation to guide the roadmap, track product metrics, and ensure continuity over time.
Formulate the strategy and establish an operational framework
Stellar collaborated with Stanley Robotics to develop a documented roadmap, define product and business metrics, and establish processes to stay on track, ensuring that the strategy became a dynamic operational guide.
Results
Tangible results:Toward a high-performance product organization
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