Connecting a Deskless Workforce
CASE STUDY
Company
ScreenCloud
Roles
Head of Product
VP of Product & Design
Key Responsibilities
Product Strategy
Product Design
Product Management
Team direction and support
User Research
My Role & Objectives
INTRODUCTION
My role as VP of Product & Design at ScreenCloud covered both Product Management and Design. I had 12 people in the team.
My core responsibility was to raise the experience as a whole. When I joined ScreenCloud the platform had just gone through a complete rebuild, which was very exciting but at the same time came with specific challenges, as all new products do.
The key challenges that stood out were:
-How can we take the foundation of the new platform and turn it into a true platform, leveraging the technical and infrastructure investment that went into the new build.
-How do we make sure the core user journeys in the new product delighted customers? The benefit from the older product was its simplicity and we didn’t want customers to lose that in the new product, despite having much more functionality to benefit from.
-How can we start to attract more mid tier / enterprise customers? The current customer base was majoritively made up of 1-2 screen SMBs that had come through a self serve model, but how could we position ourselves to go after bigger enterprise customers?
A pivotal part of the journey was understanding and responding to the impact Covid left on the business and our customers.
Despite initially thinking the worst in the case of people working from home resulting in less of a need for signage screens, what was really interesting at the time was how it seemed to fast track communication to right at the top of the agenda for many organisations. Through a big product market fit and positioning sprint, we realised that one type of customer was getting real value from the platform and that was Deskless organisations.
Why? For a lot of people, working from home was not an option. Take manufacturing and logistics as an example, these industries didn’t slow down and the workers are generally the least connected in the organisation. They generally don’t have access to a computer or a phone on shift, but it became critical that companies reached them in a consistent, scalable way. That’s where ScreenCloud came in.
My role through this whole shift was to speak with customers, analyse the data as to what was happening with the customers, have regular sessions with the leadership team and board and then create a strategy that allowed us to realise and take advantage of the opportunity. The other large part of the work was making sure the whole company came along on the journey.
Finding Product
Market Fit
A BIG SHIFT
Leading a Product and Design team
MY APPROACH
During my time at ScreenCloud and sitting in the Leadership team, I gained valuable experience and navigated some of the biggest challenges of my career so far. This helped me to grow both personally and professionally as a result.
I hired and grew the Product and design team to 12 that was distributed across London, Belfast, Bangkok and LA and also introduced a new Product Marketing function into the company.
I implemented a series of Product & Design practices including a continuous discovery process, design sprints and ideation sessions, design critiques, user testing, design system and documentation libraries with regular team rituals to keep knowledge sharing flowing, maintain speed and consistency and create an inclusive culture across the product org as we scaled.
Working closely with teams across the Product & Design team, Engineers and Data Scientists, we collectively pursued the goal of measuring and improving the customer experience and driving key business metrics such as growth, revenue and retention.
The Product & Outcomes
OUTCOMES
After 3 years of the new product I was really proud of what we acheived.
ARR had doubled over a period of big change from 7M ARR to 16m ARR, and a lot of that came through expansion in the new product as we improved the offering.
The product was recognised on multiple fronts for being easy to use and best in the category for usability.
The team had scaled with very little turnover. The team progressed in their roles.
We increased our ACV and acquired 13 > $50k; 3 of which > $100k customers.
Improved and maintained a high NPS score.
I was a key driver in the company in repositioning towards deskless organisations and connected companies and helped drive and communicate that change throughout the company.
