Home page
Success stories

Structuring the product organization to support a rapid scale-up phase

Coaching

Structuring the product organization to support a rapid scale-up phase

Book a call

Arthur Ménard

Head of Product at Pony

x2
target sales in 12 months

  • Reorganization of Delivery and clarification of roles with the CTO
  • Launch of a new Pricing model
  • Discovery phase for retention analysis
  • Enhancing the skills of the Product Designer

x2

target sales in 12 months

Taille de l'équipe
20-50

"Mentoring with Stellar has been a real gas pedal. It enabled me to take a step back, structure my ramp-up as Head of Product, and unblock key issues like retention or collaboration with Tech. Having an external, experienced and benevolent viewpoint changes everything when you're in the middle of a Scale phase."

Arthur Ménard

Head of Product at Pony

L'équipe

Stellar and Pony, working together to structure the Product in a Scale phase.

In this strategic mission, David, Product Strategy Expert at Stellar, and Dani Huertas, CPO at Stellar, worked closely with Arthur, Head of Product at Pony. Together, they reorganized Delivery, strengthened the retention strategy, and structured the first building blocks of a robust and autonomous Product team.

Arthur Ménard
Head of Product at Pony
Photo de Mathieu de Spendesk
Matthieu
CPO
David
Co-founder
Dani
CPO in residence

Mission

Pony makes urban mobility more sustainable with a fleet of shared bikes and scooters, operated locally and co-owned by citizens. Having raised €23 million in capital, the company is entering an ambitious Scale phase, with objectives for growth, profitability and optimization of its field performance.

How Stellar supported Pony

Audit

A structured product
to support growth

Stellar's support enabled Pony to structure its Product organization, align key roles with Tech and launch new, impactful offers to boost retention and increase ARPU.

  • Delivery reorganization: Clarification of roles between CTO and Head of Product to accelerate collaboration and execution.‍
  • Offer evolution: Launch of a clearer, more efficient subscription model, based on customer feedback.‍
  • Retention analysis: Implementation of a Discovery process to better understand usage inhibitors.‍
  • Increased team autonomy: Reinforcement of Discovery routines and increased skills of the Product Designer.
Challenge

From problem to solution: How Pony overcame its challenges

Pony 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 Moving into a Head of Product role

Arthur, Pony's first PM, had to structure the team, set the right processes and assume strategic responsibilities, while maintening a high level of execution in a context of intense Scale.

Accompanied ramp-up

Targeted support to structure recruitment, prioritize issues and organize team autonomy, while maintaining a clear business focus.

Back to the problem
See the Stellar solution

#2 Offers that are difficult to manage and measure

The structuring of Pony's commercial offers lacked clarity, making it difficult to assess their performance and adjust their strategy

Simplification and clarity of offers

Restructuring of offers to better measure impact and enable faster arbitration to maximize ARPU and retention.

Back to the problem
See the Stellar solution

#3 Persistent friction between Product and Tech

Collaboration between the Head of Product and the CTO lacked fluidity, slowing down execution and creating unclear areas of responsibility.

New Delivery organization

Clarification of responsibilities and better articulation of roles through a reorganization of Product-Tech Delivery.

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.