The Company was looking to eliminate inefficiencies that developed as it transitioned from having established product-market fit in a single market to engaging customers in new verticals. The systems that worked when the Company was in beta no longer served their purposes as the Company increased its workforce to over 50 FTEs. Challenges arose out of misalignment among marketing, sales, product, and engineering teams, each feeling like the others were moving in different directions. Ultimately, product changes took too long or missed the mark on what users really wanted.

Eric interviewed multiple internal stakeholders to identify their respective objectives, processes, and challenges. He then proposed improved operating models that allowed different teams to implement feedback loops and operate concurrently rather than in a fractured, waterfall approach. He also worked with team leaders to test the new approach, while helping identify and eliminate friction points in real time.

These operating efficiencies enabled the company to decrease its average go-to-market timeline for new products and features, resulting in 5x faster product release cycles.