Kobi

Kobi shifted from B2C to B2B2C. Consequently, the product's value proposition changed entirely, and we had to redefine the product vision and establish a strategy to ensure all stakeholders within the company were aligned and moving in the same direction across teams.

To establish this product vision, the product designer and I conducted extensive research: market studies, competitor analysis, user research, data analysis and internal stakeholder engagement. The resulting materials and communications were established and shared internally to convey Kobi's vision.

As an enthusiast of product management, I'm interested in everything related to processes, methodologies and organisational topics. Within the company I naturally took the lead on projects normally managed by a Product Ops team, solidifying and improving what was already in place while implementing new ideas.

1. Product culture and innovation processes. For me, innovation and improvement stem from the continuous contributions of all employees and users. I implemented several automations allowing people to submit feature requests and suggestions, automatically forwarded to Slack and Productboard for real-time awareness and backlog prioritisation. From my early days at Kobi, I wanted everyone to understand that the success of a product is a collective achievement and that everyone should contribute based on their area of expertise. Results since April 2024: 47 feature suggestions, 5 user interviews scheduled.

2. Product support, maintenance & feedback collection. In a very short timeline we introduced low-code/no-code features to add support channels and be more reactive on issues. Both products now have a dedicated space to reach Kobi for bugs. Everything is linked to Slack → GitLab (bugs) or Slack → Productboard (user feedback), and connected to HubSpot so as not to disrupt the support team's existing processes. Results since April 2024: 247 bugs raised in the app, 57 positive feedbacks, 110 negative feedbacks.

3. Product metrics and KPIs. Since implementing a data-oriented strategy in the product team, we saw significant improvements in decision-making and product development. We started by defining clear goals and KPIs aligned with business objectives. We leveraged analytics and surveys to gather user feedback, then established a data-driven decision-making process: regularly analysing and interpreting collected data to make informed decisions on product development and improvement. To build a culture of data-driven decision-making across the company, it was important to involve all stakeholders and communicate findings and decisions effectively. We implemented automation tools to streamline data analysis and reporting, reducing time spent on collection and enabling more action on the insights gathered.

4. Product launch planning and execution. For each feature launch, a core team is assembled with representatives from the relevant departments to list all tasks and establish a timeline to synchronise the teams. I led these meetings and oversaw the execution of the plan.

To increase leads and boost sales, our best option was to engage our user base. I initiated a programme allowing users to test the solution for a period and then provide a recommendation via Typeform to receive their reward (a sports budget). The entire programme was implemented in a very short time using low-code/no-code tools like Appcues, coupled with email and push notification channels to reach our users.

This initiative resulted in signing seven new companies, including our largest client with over 3,000 employees. What started as a temporary programme became permanent due to its successful lead generation results.

As a Product Manager, I am also deeply involved in the marketing aspects of our products, including defining the marketing and communication strategy for launching and promoting the product, in close collaboration with the company's marketing teams.