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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

COMPANY SIZE
20-50

"Stellar's intervention transformed a frozen project into a clear, actionable plan [...] Their ability to challenge without imposing, to coach without dominating, made all the difference."

Gregory Hachin

CEO at Ector

The team

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
CPO in residence
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

Ectorfaced a number of challenges that hampered its growth and development. Here's how Stellar helped them overcome these obstacles.

#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

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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.

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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
Roadmaps are now built around measurable business outcomes instead of feature requests. Every priority is traceable back to strategy, so teams stop rewriting the plan every quarter.
04
+10% growth maintained
Deployments are now possible across the entire customer base, marking a turning point in the standardization of the platform.