Product operating model reset for a telco

More & Tangerine had scaled fast with internet connections growing many times faster than the broader retail trade benchmark. But its product function hadn't kept pace: responsibility was split across IT, Marketing, Legal and Operations with no clear end-to-end ownership and inconsistent product discovery, documentation and stakeholder engagement from one initiative to the next.

Engaged to refresh the company's product methodology, I reviewed internal documentation and international best practice, then interviewed stakeholders across the business to diagnose the current state and validate it against the market. I used those insights to design and facilitate a two-day, 40-plus-person co-creation workshop (including C-level executives), prioritising pain points, agreeing operating principles, and working from idea to prototype before pressure-testing solutions in a “shark tank” style playback.

The engagement built the case for a dedicated product function: More & Tangerine hired its first Chief Product Officer, grew headcount across the product team, and folded several recommendations into its ways of working. According to the company's CIO, the work was “instrumental in shaping our roadmap and elevating our ways of working,” with an impact that was “immediate and enduring.”