Product Operating Model for a High-growth Scale-up
A Series B scale-up needed to transition from feature-factory delivery to a genuine outcome-oriented product model as it doubled its product team.
We built a complete product operating model: quarterly outcome planning, portfolio framing connected to business goals, and a capability model to guide hiring and role clarity as the team scaled.
Rapid growth had created a product team that was busy but not strategic, shipping features to satisfy sales requests rather than testing bets against user outcomes.
We introduced outcome-based portfolio framing, ran the first quarterly planning cycle as live coaching, and defined the craft standards and capability expectations for the next stage of growth.
- Audited current planning, prioritisation, stakeholder demand, and product rituals.
- Designed a portfolio model linking bets, outcomes, evidence, and decision cadence.
- Coached senior PMs through the first quarterly outcome planning cycle.
- Created a capability model for hiring, development, and product craft expectations.
- Portfolio framing and quarterly outcome planning cycle established
- Hiring and capability model defined for all product roles
- Improved stakeholder clarity through consistent product narratives
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Every engagement starts with a focused strategy session — no sales process, no deck, just a direct conversation about your situation and what would actually help.