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Define strategy and launch a new SaaS product

Part-time

Define strategy and launch a new SaaS product

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Mike Cuignet

Co-fondateur at Tennders

30K€

MRR secured in the 1st month

  • Defining the strategy for switching to SaaS
  • Optimizing adoption rates
  • Setting up Discovery processes
  • Team reorganization and 10% reduction in development costs

30K€

MRR signed in less than 3 months

Taille de l'équipe
20-50

"There was a before and an after to Stellar. They compensated for the absence of a Head of Product and the lack of seniority in our team in just a few days a month. They revolutionized our strategy and overhauled our processes from top to bottom. In 6 months, my employees are more engaged than ever, my customers are converting on our new model and our users are seeing new features released every month."

Mike Cuignet

Co-fondateur at Tennders

L'équipe

Stellar and Tennders, working hand in hand to accelerate growth.

In this reorganization, David, Stellar's product strategy expert, worked closely with Matthieu, Stellar's CPO, to fine-tune the strategy and build the right Product & Tech team to achieve its objectives.

Mike Cuingnet
CEO at Tennders
Photo de Mathieu de Spendesk
Matthieu
CPO
David
Co-founder
Matthieu
CPO in residence

Mission

Tennders has set itself the mission of reducing the carbon emissions of road transport by maximizing transport flows. With 25% of trucks running empty, Tennders digitizes loads to optimize routes for 3,000 customers! When it met Stellar, the 50-strong company had set itself the goal of transforming its service business into the marketing of a SaaS platform.

How Stellar supported Tennders

Audit

Tangible results:
Towards sustainable growth

Stellar's support has led to significant improvements for Tennders, both in terms of internal productivity and the profitability of tech investments.

  • Adoption of a clear product strategy: Precise definition of the ideal customer and the product pillars of the new SaaS software launched by Tennders.
  • Improved team efficiency: Training and implementation of tools & processes adapted to the size of the organization, as well as to the seniority of team members.
  • Creator engagement: Increased use of tools by creators and improved satisfaction thanks to a better response to their specific needs.
Challenge

From problem to solution: How Tennders overcame its challenges

Tennders 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 Vision and Product Strategy blurred

Lack of clarity on Product vision and strategy leads to deviant product decisions, and slower decision-making across all teams.

Redefining product strategy

Stellar helped Tennders completely rewrite their product strategy: change of KPI, clarification of positioning, prioritization of development choices.

Back to the problem
See the Stellar solution

#2 Product complexity

Tennders' product was overloaded and complex for the user. It was also difficult for teams to maintain.

Product simplification

Following the Stellar audit, decision rules were introduced. These have made it possible to eliminate little-used functions and simplify usage.

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See the Stellar solution

#3 Development delays

Tennders' managers lacked visibility of the Tech & Product team's performance and were regularly experiencing development delays.

Reorganization of product processes

A "Product Board" has been created with Business & Tech representatives to reinforce product leadership. This decision speeds up information sharing and neutralizes the lack of visibility.

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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.