Dmytro Petryk: Як керувати розробкою та релізом фічей в глобальному продукті з сотнями залежностей (UA) UA Online PMDay 2023 Autumn Website – www.pmday.org/online Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

1. How to manage the
development and
feature releases in a
global product
Dmytro Petryk

2. About Me
● 12+ years in IT
● 5+ years in product
management
● Currently managing Bolt
Food Eater experience

3. We are hiring!

4. Cities built for people, not cars

5. Five core products
Rentals
260,000 scooters
in 25 countries
Rides
3.5+ million drivers
in 45 countries
Delivery
30,000+ restaurants
in 20 countries
Drive
Available in
4 countries
Market
Fast grocery
delivery

6. 150+ million
customers
500+ cities
across 45 countries
3000+
employees

7. Bolt Food
● Built on the principle of efficiency
using our learnings from
ride-hailing
● Available in 35,000+ restaurants
across Europe and Africa

9. Bits & atoms 📱
User app Courier app Merchant app
+Admin, Merchant Portal

10. Who builds these products?

11. TOGETHER
● Argue on scope that delivers the highest ROI
● Fight on the right trade offs between short- and long-term goals
● Ship agreed scope on time and improve the process
Product
● WHAT & WHY do we build?
● Understand users
● Research business needs
● Estimate business impact
● Decide on scope and requirements
Product Manager
Product Designer Data Analyst, UX Researcher
Engineering
● HOW do we build?
● Research the solution
● Estimate the cost to build
● Decide on technical implementation
● Build / maintain / own it
Engineering manager
Engineers (of all sorts) Data Scientist Tech Support

12. TOGETHER
● Keeping the lights on
● Growing a sustainable business
Product
● Business Model Discovery
● Business Model Evolution
● Scaling Support
● Efficiency Support
Operations
● Business Scaling
● Business Efficiency
● Discovery Support
● Evolution Support
Central operations, Country manager,
Sales, Courier operations, Merchant operations

13. Product Technology
Product - is not what you develop, it is
what your customer gets.
In Bolt Food Operations are essential part
of the product

14. How we decide what to build

15. Problem definition
● User voice
● Data insights
● Competition intelligence
● Business vision & strategy
● Market signals

16. Hard & Soft Value Proposition
● Hard value prop is highly measurable and has a direct impact on
customer satisfaction
● Soft value prop is often poorly measurable and has an indirect
impact
Unlike Kano, JTBD and UX models this focuses the team on a few
highly meaningful metrics.

17. Value Proposition
HARD SOFT
● Price
● Revenue
● Costs
● Time saved
● Goals achieved
● Innovation
● UX
● Brand & Storytelling
● Control
● Transparency

18. Scheduled orders

19. Decision making process
● Idea: Slot problem for
groceries & additional orders
for restaurants
● Research:
○ Provider interview
○ Eater research
○ CTR Data on closed
providers in Eater app
● Decision: Bold strategy move
Scheduled orders case

20. Next steps
● Opportunity calculation:
Identify maximum potential
impact feature can bring
● Dependency management:
Identify all potential internal
and external dependencies
● Estimation
● ROI Calculation:
Opportunity/Development cost
Scheduled orders case

21. ROI>3
Great ROI to take in (min 1) 🚀

22. Problem

23. MVP definition - key to
success
● Don’t try to solve all edge cases
● Provide maximum value
For scheduled orders we decided
● Don’t change courier flow
● Simplify cancellations
● Simplify pickup

24. Collaboration map
Local Team
Supply Operations
HQ ops Team
Commercial
Product Team 1
Product Team 3
Product Team 4
Product Team 2
Product manager
CS
Marketing
PR
Legal
Platform Product

25. Stakeholder collaboration is key to success
1. Provide as
much context as
possible. Don’t be
afraid to
overcommunicate
2. Make sure
everyone is
aligned around
timeline (not only
dev & product
team)
3. Collect
feedback during
all stages of the
development

26. Measure impact
● Best way to measure impact is through
randomized A/B testing
● However A/B is expensive to implement, adds delay to
shipping and prone to short-term metrics
● Measure where necessary, rely on comparisons, proxies and
common sense where too costly

27. ● Employee testing
○ ETA data/Orchestration modelling
○ User & Merchant feedback
● 50/50% Live A/B testing
○ No stat significance on GMV
○ However good uplift on AoV
Experiment process & results

28. Density Simulations
Courier pickup time:
● Inverse to number of
restaurants
● Inverse to square root of
order density
Courier dropoff time:
● Slightly sensitive to
number of restaurants

29. Marketing?
● Marketing in Bolt is different from other
companies
○ Product lead marketing
○ ROI oriented approach
● Ads, SM, comms, hygiene (ASO etc)
● Cross-pollination
● Local & Global marketing campaigns

30. Questions? 🙏
Add me
https://www.linkedin.com/in/dmytro-petryk/