From this presentation you will learn about Growth Challenges and Agile Mindset

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6. people covered and counting team members
37,000 200 +
commercial clients
1000+
Insurance Authority - UAE (Certificate No.94)
We’re working with100%
of insurance providers in the UAE
To make a world-class employee
experience accessible to every SME
About us
We are a technology company that provides insurance and HR solutions
Our mission
Since
2013

8. Bayzat Benefits™
50%
of our team is assigned
to client-centric roles
Market Knowledge
Account Management Operational Excellence
88% customer retention rate
makes the differencehelps you automate admin work comes with data & transparency
1 Main point of contact
HR Platform
Real-time
insurance policy access
at no cost
Bayzat Experience
CSM
Customer Success Manager
Customized Reporting
Departments dedicated
to insurance operations
Insurer Accountability
4
Service Level Agreements

9. 1
0

10. Product Management
at Bayzat
Growth Challenges
and Agile Mindset
Murat Narmanlı
10/12/2019

11. Agenda
● Product
● Team
○ Structure
○ Good Product Manager
○ Communication Paths
● Growth Stage
○ Business Objectives
○ Challenges and Opportunities
● Product Development Process
○ Product Discovery
○ Assumptions and Risks
○ Roadmaps
11

12. Product
12

13. Introduction
● Bayzat is a technology company that provides insurance and HR solutions.
● Business to Business (B2B) model
● Mission: to make a world-class employee experience accessible to every company in the UAE.
● Software Product: Bayzat Benefits
● We provide HR solutions at no charge to differentiate from insurance competitors.
● Insurance retention rate increases to 85% from 60% by providing free HR solutions.
13

14. Feature Set
● Employee Profile and Documents Management
● Insurance Management
● Payroll and Reimbursement Management
● Time off Management
● Attendance and Work Schedule Management
● Early Pay
14

15. Team
15

16. Squad (Team) Structure
There are 6 squads, each one ideally consisting of:
● Product Manager (dedicated)
● Product Designer (dedicated/shared)
● Product Specialist (dedicated/shared)
● Squad Lead (optional)
● Developers (dedicated)
● QA/Test Engineers (dedicated/shared)
● Software Engineering Managers (shared)
16

17. Good Product Manager
Product Manager should have good knowledge of:
● customer
● the data / metrics
● business and its stakeholders
● market / industry / competitors
Product Manager should
● fall in love with the problem, not with the solution
● be customer obsessed
● be self driven
● inspire and drive people
● have good communication skills
Product Manager is not
● Product Owner
● Project Manager
● Business Analyst
● Boss of anyone in the team 17

18. Communication Paths
18
Vestibulum
congue
Users / Customers
Customer Success /
Support
Company
Management
EngineeringProduct
Manager

19. Growth Stage
19

20. Product Life Cycle
There are 2 hypothesis:
● Value hypothesis: Product should provide value to users. Very important for startups.
● Growth hypothesis: There should be engine of growth to ramp up to maturity.
Startup means uncertainty and innovation. It might be a small group in an enterprise company, doesn’t
have to be a company in a TechnoPark.
20

21. How Things Change in Growth Stage
21
Assumptions
Adoption
Value Risk
Validated Ideas

22. Are we really growing?
22
Business Objectives
● Engagement
● Retention
● Profit
?
Vision *
● PM should distinguish Actionable Metrics and Vanity Metrics.
● PM can pivot on
○ Problem
○ User segment
○ Solution / Timing
● PM should be stubborn on vision but flexible on the solution and
details.
?

23. Software Metrics
● Acquisition / Adoption
● Activation / Engagement
● Retention / Satisfaction / Referral / NPS
● Revenue / Profit
Product Stages:
● Introduction: acquisition and activation show you have a valid idea
● Growth: retention and revenue show you are growing
North Star Metric
● Companies can use a North Star metric to unite and motivate all teams around the common
objective of sustainable growth
● Stands between the vision and the business objectives
● Usually combination of adoption and engagement
*** North Star Metric for Bayzat is having 100K active users till the end of 2020.
23

24. Actionable Metrics
Vanity metrics:
● We are growing, but paid user count is not increasing
○ Finance metrics are not growing
○ Engine of growth does not work
Actionable metrics:
● Show real data
● Everybody understands
● Qualitatively validated
○ NPS results are very good
■ talked to customers?
○ Fake landing page attracted several users
■ Are they really willing to pay money?
■ Are they just curious and had a look?
■ Do they belong to the user segment you assumed?
24

25. Opportunities
26
1990s
MP3
2010s
Music streaming
services
1980s
Walkman
2020
?
2000s
Portable MP3
players

26. Opportunities
Problems are always the same, try to find easy, usable and innovative new solutions
● Steve Jobs already knew, people like to listen to music on the street (Walkman validated this
problem), new problem was whether they would want to spend money on music. (iPod / iTunes).
Keep in mind that:
● Design: Design attracts people, content keeps inside
● Brand value (Loyalty): People stick to good experience
● Product improvement:
○ Try to satisfy your users for all functionalities, do not try to make an already good feature
better without any objective.
○ If you do not have any competitor: is it because you are genius and found it first, or is it
because other people have seen no value in this opportunity?
27

27. Strategy for Reaching Business Goals
28
5K
Current active user count Current all user count
Attendance and Scheduler
12K
Target active user count
(2020)
Dynamic Role Management
and Approval Flows
100K
Current employee count
Flexi Pay
37K
Onboarding and Training Improvements

28. Attendance and Scheduler
What is it?
● Scheduler will allow employers/managers to set up the work schedules for each employee and
compare the actual to planned schedule.
● Employees will be able to see their working schedules and places on Bayzat Benefits.
Target segment:
● Employees and inactive users.
How will it help business objectives?
● Attendance will make users to login to Bayzat Benefits every work day.
● This will help us to increase the active user count and reach the north star metric.
29

29. Flexi Pay
What is it? A financial solution for employees which they get paid early before salary day.
Target segment:
● Existing user base is a great opportunity since they are more likely to adopt your new features and
services.
● Employees and inactive users.
● B2C approach utilizing the employees of B2B employers.
How will it help business objectives?
● B2C features make employees to push employer to stick to the product.
● Flexi pay will make users to login to BB more frequently.
● It will increase profit.
30

30. Dynamic Role Management and Approval Flows
What is it?
● Solutions which enables employers to adopt Bayzat Benefits platform to their needs dynamically.
Target segment:
● Existing and potential new larger customers.
● We need many more large companies in addition to SMB (small-medium sized business)
● Larger companies need more flexibility on the Bayzat Benefits to migrate their existing hierarchy and
department structure and processes.
How will it help business objectives? A good selling point to reach 100K active users.
31

31. Onboarding
What is it?
● We should also improve training and feature introduction ways.
○ For exposing new features, e-mails and FAQs are not good. Announce features and
improvements in-app.
○ How will tomorrow’s sign-ups hear about it?
○ Features should be introduced in the customer journey
32

32. Onboarding
Target segment:
● New customers at onboarding phase.
How will it help business objectives?
● To reach 100K, we have to get around 200-300 new customers each month.Currently it is around
40-50.
● It means hiring many more people and it is neither effective nor sustainable.
● We should automate and delegate onboarding tasks to company admins.
33

33. Product Development
Process
34

34. Product Development Challenges
● Communication and Culture
○ Different Mindsets among teams
○ Communication Problems in Larger Teams
● Usability
○ Less predictability
○ More complex features
● Support
○ More Requests from Customers
○ More Effort Spent for Bugs
● Delivery
○ Speed loss due to loss of Agility
○ Bigger technical debt
● Product Discovery and Assumptions
○ More Assumptions
○ Product Discovery Problems on What to Build or Not
35

35. How Things Change in Growth Stage
36
Assumptions
Adoption
Value Risk
Validated Ideas

36. Product Development Process
37
Identify Problem and
Opportunities
Vision, Metrics, User requests, Fails,
Innovative ideas, Regulations,
Strategy, Churn risks
Decide what to work on
Selection meetings
PoC, Prototypes, Usability
Tests
Assumptions and Risk Mitigation
Release, Observe and
Collect Data
Implementation
SDLC
05
01
02 03
04
Solution
Definition
and
Metrics
Identification

37. Decide what to work on
Prioritization formula: User value + business value - cost
It should be considered when features are determined:
● Be suitable to vision
● Provide both user value and business value
● Development cost
● Live time cost (maintenance, support)
● Live time value
Build what people want:
● Problems are the same, solutions are new (Sony Walkman, Apple iPod, Spotify)
● Doing it better, make it possible for more people and situations.
38

38. When to say “No”
1. But the data looks good: vanity metrics
2. But it will take only a few minutes: there is no small change
3. But this customer is about to quit: it can lead to lose others
4. We can make it optional: might result in losing vision
5. But my cousin’s neighbour said: more customers needed
6. But we have nothing planned: good for cleaning up bugs, refactoring, architecture changes, PoC
7. But engineering is supposed to be allowed to work on whatever they want
8. But 713.000 people want it: is it majority?
9. Our competitors already have it: is it valuable?
10. But if we do not build it, someone else will: vision is more important than building everything
11. But the boss really wants it: data/reasoning based decisions are more important
12. But this could be “the one”: You can end up with a repository of features, not a product
from the book “Intercom on Product Management”
39

39. Product Discovery
The purpose of product discovery is to address these critical risks:
● Will the customer buy this, or choose to use it? (Value risk)
● Can the user figure out how to use it? (Usability risk)
● Can we build it? (Feasibility risk)
● Does this solution work for our business? (Business viability risk)
40

40. Product Discovery
Consider:
● Customers don’t know what’s possible and what they really want until they actually see it.
● The hardest part of all is creating the necessary value so that customers ultimately choose to buy or
to use.
○ We can survive for a while with usability issues or performance issues, but without the core
value, we really have nothing.
● We must validate our ideas on real users and customers.
○ Our goal in discovery is to validate our ideas the fastest, cheapest way possible.
○ We need to validate the feasibility of our ideas during discovery, not after by prototypes.
41

41. Assumptions
42
Assumptions with biggest risks/values and smallest effort should be validated first against
Minimum Success Criteria
● Will the customer buy this, or choose to use it? Does the customer have this problem? (Value risk) -
Biggest risk
○ Prototypes, user research, questionnaires
● Can the user figure out how to use it? (Usability risk)
○ Wireframes, prototypes
● Can we build it? (Feasibility risk)
○ PoC
● Does this solution work for our business? (Business viability risk)
○ Metrics
○ Idea from other parties: Sales, Customer Success, etc.

42. Experiments and Prototypes
● Experiments and Prototypes
○ help confidence level for public release to increase.
○ if you spend less effort, you do not tend to stick to your solutions.
● MVP is even late for idea validation, prototypes which you spend less effort with idea validation
purposes is great.
● Pivoting is easier at earlier stages
○ Rapid experimentation: Concierge, fake landing pages, etc.
○ Prototype: Wizard of Oz, etc.
○ Beta testing
○ MVP Release: Wizard of Oz, etc.
● Startups mostly care about validating their ideas, since they do not have too many resources, failing
makes more effect.
● Startups can focus more on other Rapid experimentation techniques not to waste one shot
resources.
43

43. From Vision to Metrics
44
OKRs / Metrics3
Strategy / Roadmap 2
Vision / North Star
Metric
1

44. Roadmaps and OKRs
Today, roadmaps mostly consist of feature or functionality list, but this drives:
● Less innovative ideas
● Less discussion and collaboration
● Less autonomy for teams/squads
● Less accountability
Roadmap should consist of prioritized business objectives and related problems and opportunities, not
solutions, so:
● Roadmaps should be closely associated with business objectives and strategy
● More confidence after each experiment or PoC during product discovery
● Personal and squad objectives are linked to product vision
45

45. Roadmaps and OKRs
Examples of a business objective for a squad:
● your product currently requires at least 1 day effort for a new customer to
onboard. To scale effectively, this needs to be reduced to at most three
hours
● to reduce the customer acquisition cost to 1000 dollars per customer
● to increase the number of daily active users to 10K
46

46. Questions and Feedback
47
“We ask the executives and our other stakeholders to give us a little time in product discovery to investigate the necessary solution. We need the
time to validate that solution with customers to ensure it has the necessary value and usability, with engineers to ensure its feasibility, and with
our stakeholders to ensure it is viable for our business. Once we have come up with a solution that works for our business, we now can make an
informed and high-integrity commitment about when we can deliver and what business results we can expect.
Again, in good companies these types of commitments are minimized, but there are always some. It’s important for the organization to get
comfortable with making these high-integrity commitments and explain to the company that, while they are not something we do frequently, when
we do them, they can depend on the product team delivering on these commitments.“
Marty Cagan, from the book “Inspired”

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