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Prioritizing and securing the tech migration of a B2C scale-up

Audit

Prioritizing and securing the tech migration of a B2C scale-up

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Gregory Hachin

CEO at Ector

+3 months saved on tech migration thanks to a clear plan backed by the Board of Directors

  • Architecture audit & technical migration plan
  • 1:1 coaching of the CPTO on its positioning and arbitrations
  • Definition of a target Tech & Product organization
  • Roadmap prioritized over 6 months to get out of legacy

+3

months saved on the migration plan

Taille de l'équipe
20-50

« Stellar's intervention transformed a frozen project into a clear, actionable plan aligned with our strategy. Their ability to challenge without imposing, to coach without dominating, made all the difference. Without them, I wouldn't have been able to get the group moving so quickly. »

Gregory Hachin

CEO at Ector

L'équipe

Stellar & Ector, a strategic collaboration to lay the tech foundations for long-term growth.

In this assignment, Thibaut Fatus & Antoine Bachès worked alongside Grégory Hachin, CEO at Ector, to secure the technical trajectory and support his CPTO in a context of heavy legacy debt.

Gregory Hachin
CEO at Ector
Photo de Mathieu de Spendesk
Matthieu
CPO
Thibaut
e.g. Totem, WeAssur
Antoine
CPO in residence

Mission

Ector has set itself a mission: to simplify airport and station journeys by making valet parking accessible to all.With revenues of €10 million, 15 hubs in France, a fleet of independent valets and an API distributed by airports, the scale-up is entering its third phase of life: that of a mature tech company.

How Stellar supported Ector

Audit

Concrete results & a realigned tech trajectory

Stellar's support enabled Ector to get out of its technical rut, restore clarity to the management team and strengthen the position of its CPTO. The result: a relaunched migration, an activated plan, and a clearer organization to support growth.

  • A prioritized and validated migration plan: the roadmap has been clarified, sequenced and supported at strategic level, enabling rapid implementation.
  • A CTO supported and refocused on his priorities: thanks to mentoring, Simon was able to structure his decisions, better defend his decisions and regain impact.
  • Clarified Product-Tech governance: everyone's role has been redefined, laying the foundations for a more robust and scalable target organization.
  • A renewed dynamic despite a reduced team: quick wins helped secure the legacy while preparing for the future: recruitment, delivery and product vision.
Challenge

From problem to solution: How Ector overcame its challenges

Ector aced a number of challenges that hampered its growth and development. Here's how Stellar helped them overcome these obstacles to accelerate their growth and achieve their goals.

#1 Migration blocked

The tech redesign had been stagnating for over a year, with no clear plan or shared priorities

Prioritized and activatable migration plan

A clear plan was jointly drawn up, validated by the Codir and launched as soon as the audit was completed

Back to the problem
See the Stellar solution

#2 Tensions between product vision and operational urgencies

With no Product Manager or Product structure, decisions lacked a business framework

Preparing product structuring

A target Tech/Product organization has been defined to support growth over the next 12-24 months.

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See the Stellar solution

#3 Isolated technical leadership

Without clear relays or a shared decision-making framework, structuring choices accumulated without fluid arbitration, slowing down the process of gaining perspective and making long-term progress.

Targeted mentoring

Tailor-made support eabled him to clarify his priorities, secure his decisions and better align Tech with business challenges.

Back to the problem
See the Stellar solution

Results

Tangible results:
Towards a high-performance product organization

01
Effectiveness > Theory
We don't deliver PowerPoint decks. We deliver actionable diagnostics, decisions made, teams unblocked. If a recommendation can't be implemented within 30 days, we don't make it.
02
Structured product team
A dedicated team, led by a Product Director, now enables strategy and priorities to be orchestrated centrally. Better collaboration and sharing of best practices, with real decompartmentalization of teams.
03
Clarity of roadmaps
A dedicated team, led by a Product Director, now enables strategy and priorities to be orchestrated centrally. Better collaboration and sharing of best practices, with real decompartmentalization of teams.
04
+10% growth maintained
Deployments are now possible across the entire customer base, marking a turning point in the standardization of the platform.