Part-time
Clarify the product vision and realign teams
Julien Coulet
CEO of Tenacy
x3 growth targets to 2025
- Defining and sharing an initial version of the product vision
- Clear communication of the strategy to teams and the Board
- Launch of the first Enterprise-oriented projects
- Analysis for strategic repositioning
x3
2025 growth targets
"The Stellar method clarified our product direction and enabled us to realign and better structure our execution. The support we received saved us months in terms of product structuring and team mobilization—a real boost in achieving our growth objectives."
Stellar and Tenacy, a strategic collaboration to re-anchor the product vision.
In this structuring mission, Matthieu Pozza, David Boucard-Planel and Patrick Bobo, CPOs at Stellar, worked hand in hand with Julien Coulet, CEO of Tenacy. Together, they co-constructed a mobilizing vision, restored strategic clarity, and relaunched the dynamic of execution within the teams.
Mission
Tenacy's mission is to help CIOs regain control of their cybersecurity. Its SaaS platform automates compliance management and reduces the operational burden on teams. In three years, the startup has grown from a consulting firm to a recognized scale-up, already supporting more than 160 companies. Next step: triple sales with an even more robust, Scaler-ready product.
Already tangible results
and a clearer product direction
Stellar's support enabled Tenacy to structure its product vision, realign its teams, and accelerate the implementation of its strategy.
- Clarified product vision: A formalized, shared first version, serving as a compass for all teams.
- Remobilizing teams: A successful kick-off and a better understanding of priorities rekindled internal energy.
- Strategic realignment: A coherent message conveyed to the board, strengthening credibility with investors.
- Repositioning prospects: The analysis of substitutes has opened up concrete avenues for differentiation and strengthening market positioning.
#1 A blurred product vision
The absence of a clear product vision prevented the company from structuring its priorities, leading to internal tensions and a strategy that was difficult to defend in the eyes of investors.
Strategic alignment
A first version of the product vision was defined, communicated and aligned between the teams, the Board and key stakeholders.
#2 A lack of internal commitment
The Product, Tech and Customer Care teams were disengaged in the face of a lack of direction, slowing down the execution of projects and the collective dynamic.
Remobilizing teams
A shared product strategy helped rekindle internal support and organize a Kick-Off to mobilize people around the roadmap.
#3 Growing customer pressure, but little prioritization
Customer expectations were rising, but teams were struggling to make the right trade-offs due to the lack of a clear hierarchy of subjects.
Enhanced focus and repositioning
Our analysis gave us a fresh look at market expectations, and helped us refocus priorities on the right areas.
Results
Tangible results:Toward a high-performance product organization
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