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Fortumo - Product Development

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Where Engineering Meets Business Development

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Fortumo - Product Development

  1. 1. Product development 
 Where engineering meets business development
  2. 2. Fortumo overview ➢ Leading global provider of direct carrier billing ➢ Operating in 90+ countries, partnered with 350+ carriers ➢ Founded in 2007, profitable since 2009 ➢ Over 150,000 merchants signed up ➢ Investment from Intel Capital in February 2013 2
  3. 3. Merchants using Fortumo 2-Oct-163 App stores: official in-app billing partner VOD & Music: subscriptions for premium accounts Gaming: sale of virtual in-game items Social networks: sale of premium features and airtime Digital publishers: subscriptions for premium accounts Software: subscriptions for premium accounts Fintech: top-ups for virtual credit cards
  4. 4. Challenges to adopt the classical way
  5. 5. 6 Merchant Facing Payment Products Merchant Onboarding Merchant Services Public Web Fraud Analytics Backoffice Commercial Management Accounting Infra Carrier Connections 2 P L A T F O R M S R U B Y VS J A V A
  6. 6. What should we do? 1. Bet on the future 2. Do iterative improvements 3.Focus on immediate revenue growth
  7. 7. Reality (today vs tomorrow) x 3 Merchant needs Internal needs Platform needs
  8. 8. Challenge. Comparing apples to oranges Merchant needs • £$€ gained • £$€ lost Internal needs • time saved => £$€ • stress removed Platform needs • scaling => £$€ • maintainability
  9. 9. SCRUM. Planning & workflow Engineering P R O D U C T S T R A T E G Y ISH ESH ISH ISH ISH ISH ISH ISH ISH ISH ISH ISH ISH ESH ESH ESH ESH ESH ESH ESH ESH ESH ESH ESH
  10. 10. Lets build an empire CPO PO PO PO Scrum team Scrum team Scrum team Team Lead Team Lead Team Lead Minimum team: 15 PO-s 15 TL-s 60-120 engineers
  11. 11. Main shortcomings in our case • Relatively big organisational overhead • Constant multitasking, lack of focus • PO becomes bottleneck • PO looses touch with the market • Engineers not part of design and creative work • Ownership in engineering • Delivery meets the spec vs stakeholder needs
  12. 12. Merging Engineering, Product, Business
  13. 13. What we want to change? • Remove PO as a bottleneck • Ones who feel the pain is the best stakeholder • Increase ownership in engineering • Faster feedback loop and understanding what and for whom • Delivery meets stakeholder needs not only the specs :) • Engineers directly in touch with stakeholders • Remove distraction and reduce context switch for engineering
  14. 14. Fortumo. Stakeholders work directly with engineering Engineering S T R A T E G Y EXTERNAL STAKEHOLDERS ISH 1 ETL Engineering Engineering ETL ETL ISH 1 ISH 1 ISH 1 ISH 1
  15. 15. Fortumo Product development Focus Products Product Projects Carrier Connections Infra BAU & Maintenance Automation & Tech Debt • Q focus -> monthly plans -> weekly sprints • Monthly plan review with stakeholders & product steering • Allocated time for different areas from q to q • Continuous investment to the future • Most of the internal development and feature requests managed by ISH • own budget, better decisions • Every focus product has technical lead & owner
  16. 16. Feature requests. Can we not do it? Our first instinct is to keep our products lean and not to do it by asking the following questions:
 • Does it make sense at all? • Is it something the merchant is asking for and we actually have something already that solves the merchants’ need? • Does it make sense as a product feature to all merchants? • Does it fit to our overall vision? • Is it something that would require basically rewriting everything and therefore not feasible? • Is there revenue to be gained? • Is it somehow remotely blocking additional revenue? • If we do this, what can’t we do? 9-Jun-16
  17. 17. Thank you!

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