The company
Joinly is a SaaS offering online payment and online subscription for members to amateur sport teams.
Job role
2014/2015: Sales
2015/2016: CSM
2016/2018: Product Manager
As a Product Manager, the team was composed of 1 PM, 8 developers, and 1 Scrum Master. We worked on 1-month sprint iterations, I was responsible for all components of the SaaS: onboarding, activation, dashboarding, and payments management.
Story
I joined the team in 2014, the product just launched and 4 clients were active. I was the first employee of the company, the vital objective was to quickly develop. I started for the first period of time to maximize the new clients' acquisition and on a second period to optimize the users' retention.
Following E-Cotiz (former Joinly’s name) growth, I evolved as a Customer success manager by helping over 500 active clients in 2015-2016. During this period, we faced challenges such as:
- Retain active users.
- Up-sell their product usage.
- Define help desk standards.
- Build a CRM department.
Facing a decelerating growth, E-Cotiz product had to evolve to optimize the new key client's acquisition. In such a context, I was named Product Manager as I centralized the product and user's knowledge. Reporting directly to the CEO, and COO, I was the only Product Manager responsible for designing a new prototype working with 8 developers and 1 scrum master.
KPIs
- 📦 Crafted and launched an MVP for a new segment of users: 45% adoption on target within the first 3 months after launch.
- 📈25 sports teams interviewed in 3 months before launching the MVP
- 📈2.3 requests/client managed in the 1st year
- 📈6 sport federations projects launched for 600 users acquisition
- 📈 -35% drop of churn rate after implementing a new onboarding to increase user retention
Key takeaways and learnings
- Onboarding is key for SaaS users looking to help our user onboard on the platform with no CSM resources, we created an onboarding guide full of guidelines and tips to help users get used to the product.
- NPS and client satisfaction is a huge boost helper to onboard prospects with ambassadors Before building the help desk department and its improvements, we went to talk with our users and define our priorities to be better.
- To deliver good product specs, they need to be simple, explicit, and detailed. Starting as a Product Manager, it can be tempting to add maximum information but it does not translate automatically as something transparent, visible and understandable
