Where engineering meets
➢ 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
Merchants using Fortumo
official in-app billing partner
VOD & Music:
subscriptions for premium accounts
sale of virtual in-game items
sale of premium
features and airtime
subscriptions for premium
top-ups for virtual
6 Merchant Facing Payment Products
What should we do?
1. Bet on the future
2. Do iterative improvements
3.Focus on immediate revenue growth
Reality (today vs tomorrow) x 3
Merchant needs Internal needs Platform needs
Challenge. Comparing apples to oranges
• £$€ gained
• £$€ lost
• time saved => £$€
• stress removed
• scaling => £$€
SCRUM. Planning & workflow
ESH ESH ESH
Lets build an empire
PO PO PO
Team Lead Team Lead Team Lead
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
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
• Delivery meets stakeholder needs not only the specs :)
• Engineers directly in touch with stakeholders
• Remove distraction and reduce context switch for engineering
Fortumo. Stakeholders work directly with engineering
ISH 1 ETL
Fortumo Product development
BAU & Maintenance
Automation & Tech Debt
• Q focus -> monthly plans -> weekly sprints
• Monthly plan review with stakeholders &
• 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 &
Feature requests. Can we not do it?
Our first instinct is to keep our products lean and not to do it by asking the
• 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?