The Client: Virtuo

<aside> 👉 📚 Topic: Discovery and Delivery for Finance Squad

🏛️ Industry: Mobility

🚀 Mission: Empty position for Product Manager for Finance Team

🗓️ Length: 7 months

💡Key Results:

✅ Shipped significant initiatives to drive payment acceptance and booking conversion rate.

✅ Identified valuable opportunities to help reduce unpaid invoices.

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Virtuo is a scale-up headquartered in Paris, France, providing an innovative car rental service that allows you to book a car and unlock it with your phone. You can choose from a fleet of premium, fully equipped cars in different categories, from hatchbacks to SUVs. You can also get your car delivered to your home or work, or pick it up from one of the 100 stations in Europe and the UK. Virtuo also offers a solution for business trips, with a dedicated and personalized tool to manage and access your company bookings.

                         Virtuo App

The Mission: Interim Product Manager

• We joined the Finance Squad after the departure of the previous PM.
• Our main goals initially as interim product managers were:
  • To establish proper ways of working for the team. This included putting the rituals/ceremonies in place and making sure that the product initiatives are clearly scoped out and the team is aligned with those.
  • To establish OKRs and KPIs for the Finance Squad

Our Main Quest: Setting up Ways of Working and KPIs for Finance Squad

Setting up Ways of Working As the team was operating without a Product Manager for quite some time now, our first objective was to set up proper ways of working to deliver product initiatives for the squad.

We kicked off this initiative by observing the current processes and setting up 1:1s with the team to understand their ways of working and the challenges they were facing. We jumped in to quickly do an audit of the team rituals and helped with:

• Identifying current problems by observing the team
• Defining roles and responsibilities of the team members
• Providing recommendations on setting up clearly structured processes
• Implemented improved sprint rituals (Refinements, Discovery Sessions, OKR Review Sessions with the team, Weekly/Biweekly with Tech Lead, QA Lead, UX Lead, and Analytics Leads)
• Improving communication among Product, Tech, QA, and UX teams

Setting up Quarterly OKRs and KPIs

The team was working with somewhat vague OKRs and did not have any KPIs to track the work they were doing and also didn’t track the impact their work was having.

After understanding the company and product objectives we collaborated with Tech and defined OKRs for the Finance Squad. We also gathered inputs from internal stakeholders, analyzed data from various dashboards, and collected feedback from Customer Support and Customer Retention that helped with defining the product initiatives for the squad which were aligned with the set OKRs.