Building the operating foundation for a new SaaS business.

Client context

The business context.

A global professional-services firm was establishing a SaaS business. An Interim Chief Product Officer mandate reported directly to the group CEO and executive board, combining business design with responsibility for product delivery.

The new business needed commercial and product direction, an operating model and the capacity to build its products. Financial and resource planning had to support the development and scaling of the business unit.

The work

How the engagement was delivered.

• Design and activate the business

  Orchestrated the SaaS launch and designed the global operating model across product design, product management, project management and product marketing.

• Lead the product portfolio

  Led five SaaS development initiatives, including direct product ownership and technical responsibility for two complex products. Combined portfolio direction with hands-on intervention in delivery.

• Build the delivery and resource plan

  Negotiated with, onboarded and managed international software-development partners. Developed the financial and resource plan for business-unit development and scaling.

What changed

An operating foundation activated across five product initiatives.

The engagement established and activated the operating foundation for the SaaS business. Five product-development initiatives were brought under portfolio leadership, with direct ownership of two products and a coordinated approach to delivery capacity, finance and resources.