A platform, a portal or a SaaSSoftware die je als dienst afneemt in de cloud, in plaats van ze zelf te installeren. tool that's crucial to how your business runs. Someone built it once, someone maintains it and someone dreams up new features. But nobody feels they own the whole. We fill that role, from first idea to retirement.
Four moments when companies bring us in for product ownership. If one of them sounds familiar, you're in the right place.
Customers use it, support answers questions and a developer fixes bugs. But when you ask what next year's roadmapEen digitale roadmap is je stappenplan voor digitalisering: welke stappen je in welke volgorde zet, zodat je niet alles tegelijk hoeft te doen. is, everyone looks at each other. We build that roadmap and guard it.
You want to change or add something, so you call the supplier. They make an estimate, you hesitate, and a month later it may get built. We keep the wish list and the priorities ourselves, so releases get a rhythm.
The product was once built by someone who has since left, or by a supplier the relationship with has gone sour. There's hardly any documentation. We get stuck in, map it out, and find a new builder or partner without the product grinding to a halt.
Customers still use it, but the technology is outdated. Building a new version or a successor costs money that first has to be earned. We draw up the plan to phase it out in stages, without losing customers.
Product ownership only works if both sides deliver. We want to be clear up front about who carries what.
The product work you don't have time for and that we're hired to do.
Work only you or your team can do.
Four phases for every product. Sometimes you go through them in order, sometimes you're in two at once. We steer which phase comes first and what needs to happen to move on to the next.
Before a line of code is written, we pin down what the product has to do, for whom and why. Not as a slide deck, but as one document that builder, sales and management all agree on. Small in scope and clear in direction.
We select a builder or internal team and set clear milestones. We steer pace and scope, your internal or external development team delivers the code. At every milestone we check against the concept document. If something needs adjusting, we do it explicitly.
The product runs and customers use it. We hold the rhythms: monthly releases, quarterly reviews with figures and a six-monthly roadmap update. That way bugs and small requests get a rhythm instead of a panicky approach.
One day the product deserves a big step forward or a phased ending. We draw up that plan in time so it doesn't become an emergency measure. Customers are guided, technology is wound down, revenue keeps flowing until the last day.
Retiring a product isn't failure. Stopping something that has served its purpose, in time, is exactly what good ownership looks like.
JanSometimes you first need to know where you stand. Sometimes you just need someone guarding it every week. And sometimes you want someone to take over the wheel completely. You choose, or we choose together.
If you have no idea whether the product is still healthy.
If you want one owner for the whole product, from today to retirement.
If you keep the wheel yourself but want someone looking over your shoulder.
A Flemish SME in the services sector had a customer portal that had grown for years without a real owner. Bugs were fixed ad hoc, features only came after a lot of pushing. After a year with a lifecycle lead: monthly releases, customers who know what's coming, and a phase-out plan for the oldest module.
“We knew our portal was running, but we also felt it wasn't going anywhere. Since someone has been responsible for the whole, customers get something new every quarter and we've got our heads back.”
Missing one? Call or email. We answer without a sales pitch.
Another question? Call us for half an hour
No. We don't write code, don't host and don't do design. We work with the developers who are already there. Or we help you select a new one if that becomes necessary. Our role is product ownership, not delivery.
Sometimes nothing, and then we say so. But often your internal product owner is so deep in the day-to-day that the two-year roadmap gets no attention. Or your owner is doing three jobs on the side. In that case we take on the layer above and strengthen what already works well.
A fixed monthly or quarterly price. We agree up front what commitment is realistic for the phase the product is in. No billing by the hour, no surprises afterwards.
Then we say that too. A product with ten customers and one builder usually doesn't need a full-time roadmap owner. For situations like that, quarterly sparring is the right format: light-touch support, with room to grow until a lifecycle lead makes sense.
Programme management is about one project with a clear end. Strategy & roadmap is a short intake for one plan. Product life cycle management is ongoing and covers one product over its whole life. A PLCM engagement often starts with a short strategy phase to set the direction, or follows on from a project we guided earlier.
