Structuring a product team and accelerating decision-making
Building product maturity through feedback culture, measurable goals,
and Product Ops coaching
A few months after joining Volta as Lead Product Designer, I observed that while the company was preparing a major release for the U.S. market, the product organization lacked a structured way to connect vision, strategy, and execution.
The product team was composed of talented but junior PMs and a PMM, with limited experience working in mature product environments. Decisions were often driven by intuition rather than data, feedback from the field was scattered, and teams lacked visibility on how insights were used.The Head of Product asked me to take on a coaching and structuring role, to help the team adopt a more systematic and measurable product practice — and to prepare for a high-stakes launch.
Diagnosing the operational gap
Through one-on-one sessions with PMs, PMM, and the Head of Product, I mapped the team’s challenges:
- Fragmented communication between product, sales, and R&D.
- No clear connection between user feedback and roadmap priorities.
- Objectives that were inspiring but not measurable or actionable.
This lack of structure created friction: engineers lacked context, the sales and clinical teams felt unheard, and product decisions often relied on gut feeling.I proposed a pragmatic approach — build a Product Ops foundation to align everyone around a shared understanding of user value and product focus.
Feedback management workflow
Implementing Productboard as the backbone of feedback and prioritization
Working hand-in-hand with the PMs and the PMM, I led the implementation of Productboard as the team’s single source of truth for feedback, roadmap, and prioritization.We began by mapping all existing feedback channels — field reports, sales inputs, user support logs — and categorizing them by product area and impact.Together, we defined criteria for feedback quality, ensuring submissions were actionable and user-centered rather than anecdotal or sales-driven.
I then coached each PM on linking feedback directly to roadmap initiatives, allowing the team to trace every decision back to user evidence.The tool quickly became a living system connecting user insights, product goals, and release planning — something the team had never experienced before.
Screenshot of Productboard feedback inbox view
Coaching for decision-making and measurable goals
Beyond the tool, my role was to raise the maturity of the team’s product thinking.I worked in close partnership with the Head of Product to translate strategic ambitions into clear, measurable objectives — helping PMs focus on outcomes rather than outputs.
I paired with each PM and the PMM to define KPIs for adoption, satisfaction, and impact, and introduced a scoring framework to assess feature adoption post-release.
Together, we established weekly product rituals:
- Feedback analysis syncs between product and field teams.
- Prioritization workshops grounded in feedback and data.
- Regular visibility sessions for the Head of Product to track progress and alignment.
All workflows and learnings were documented in Miro and Confluence, making onboarding and iteration easier for new team members.
From chaos to collaboration
After a few months, the transformation was visible:
- Productboard became fully adopted across teams, including field staff actively contributing structured feedback.
- 90% of roadmap items were now backed by user feedback and measurable outcomes.
- Product syncs evolved into a weekly ritual of alignment and decision-making, breaking silos between product, R&D, and go-to-market.
The Head of Product gained clear visibility into progress and could articulate priorities based on tangible evidence.PMs grew in autonomy and confidence, moving from reactive planning to strategic, data-informed leadership.
🌟 Impact
This project marked Volta’s shift toward a more mature product organization.By introducing Product Ops principles, I helped transform fragmented processes into a coherent decision system — where feedback, data, and strategy work together.More than a tooling change, it established a culture of continuous learning and measurable progress, enabling faster, clearer, and more confident product decisions.
Volta Medical
Structuring
a product team
Product Team
Volta Medical
Building product maturity through feedback culture, measurable goals, and Product Ops coaching
Volta Medical
Measuring usability
for an AI interface
Medical Device
Volta Medical
Designing and validating an AI interface to support electrophysiologists in high-stakes environments
France Travail
Alignment within a fragmented public organization
Suivi de Parcours
France Travail
Using design strategy to connect policy ambitions with field realities in the creation of France Travail
AI Predictions
FlytWise
AI Assistant
Thales Avionics
Turning user research and market insights into a strategic product roadmap
BlueSwarm
Autonomous drone
UI Command &Control
Blue Swarm
Thales Digital Solutions
Demonstrate how an operator can supervise an autonomous counter-drone defence system
Sleevi
Track fatigue
in real-time
Fatigue Monitoring App
Thales Digital Factory
Helping pilots understand and act on their fatigue — and increasing user retention by 40%
BetterFly
Review
helicopter emergency procedures
Betterfly
Thales Digital Factory
Testing the value of a web-based learning platform enabling helicopter pilots to review emergency procedures
Maintenance App
Improve tracking and repair of radio equipment
Maintenance App
Thales Communications
Help operator improve tracking of radio equipment
Structuring a Product team
Product ops, Product management
Structuring a product team and accelerating decision-making
Building product maturity through feedback culture, measurable goals, and Product Ops coaching
A few months after joining Volta as Lead Product Designer, I observed that while the company was preparing a major release for the U.S. market, the product organization lacked a structured way to connect vision, strategy, and execution.
The product team was composed of talented but junior PMs and a PMM, with limited experience working in mature product environments. Decisions were often driven by intuition rather than data, feedback from the field was scattered, and teams lacked visibility on how insights were used.The Head of Product asked me to take on a coaching and structuring role, to help the team adopt a more systematic and measurable product practice — and to prepare for a high-stakes launch.
Diagnosing the operational gap
Through one-on-one sessions with PMs, PMM, and the Head of Product, I mapped the team’s challenges:
- Fragmented communication between product, sales, and R&D.
- No clear connection between user feedback and roadmap priorities.
- Objectives that were inspiring but not measurable or actionable.
This lack of structure created friction: engineers lacked context, the sales and clinical teams felt unheard, and product decisions often relied on gut feeling.I proposed a pragmatic approach — build a Product Ops foundation to align everyone around a shared understanding of user value and product focus.
Feedback management workflow
Implementing Productboard as the backbone of feedback and prioritization
Working hand-in-hand with the PMs and the PMM, I led the implementation of Productboard as the team’s single source of truth for feedback, roadmap, and prioritization.We began by mapping all existing feedback channels — field reports, sales inputs, user support logs — and categorizing them by product area and impact.Together, we defined criteria for feedback quality, ensuring submissions were actionable and user-centered rather than anecdotal or sales-driven.
I then coached each PM on linking feedback directly to roadmap initiatives, allowing the team to trace every decision back to user evidence.The tool quickly became a living system connecting user insights, product goals, and release planning — something the team had never experienced before.
Screenshot of Productboard feedback inbox view
Coaching for decision-making and measurable goals
Beyond the tool, my role was to raise the maturity of the team’s product thinking.I worked in close partnership with the Head of Product to translate strategic ambitions into clear, measurable objectives — helping PMs focus on outcomes rather than outputs.
I paired with each PM and the PMM to define KPIs for adoption, satisfaction, and impact, and introduced a scoring framework to assess feature adoption post-release.
Together, we established weekly product rituals:
- Feedback analysis syncs between product and field teams.
- Prioritization workshops grounded in feedback and data.
- Regular visibility sessions for the Head of Product to track progress and alignment.
All workflows and learnings were documented in Miro and Confluence, making onboarding and iteration easier for new team members.
From chaos to collaboration
After a few months, the transformation was visible:
- Productboard became fully adopted across teams, including field staff actively contributing structured feedback.
- 90% of roadmap items were now backed by user feedback and measurable outcomes.
- Product syncs evolved into a weekly ritual of alignment and decision-making, breaking silos between product, R&D, and go-to-market.
The Head of Product gained clear visibility into progress and could articulate priorities based on tangible evidence.PMs grew in autonomy and confidence, moving from reactive planning to strategic, data-informed leadership.
🌟 Impact
This project marked Volta’s shift toward a more mature product organization.By introducing Product Ops principles, I helped transform fragmented processes into a coherent decision system — where feedback, data, and strategy work together.More than a tooling change, it established a culture of continuous learning and measurable progress, enabling faster, clearer, and more confident product decisions.
Volta Medical
Structuring a product team
Product Team
Volta Medical
Building product maturity through feedback culture, measurable goals, and Product Ops coaching
FlytWise
AI Predictions
AI Assistant
Thales Avionics
Turning user research and market insights into a strategic product roadmap
Volta Medical
Measuring usability
for an AI interface
Medical Device
Volta Medical
Designing and validating an AI interface to support electrophysiologists in high-stakes environments
BlueSwarm
Autonomous drone
UI Command &Control
Blue Swarm
Thales Digital Solutions
Demonstrate how an operator can supervise an autonomous counter-drone defence system
Sleevi
Track fatigue
in real-time
Fatigue Monitoring App
Thales Digital Factory
Helping pilots understand and act on their fatigue — and increasing user retention by 40%
BetterFly
Review
helicopter emergency procedures
Betterfly
Thales Digital Factory
Testing the value of a web-based learning platform enabling helicopter pilots to review emergency procedures
Maintenance App
Improve tracking and repair of radio equipment
Maintenance App
Thales Communications
Help operator improve tracking of radio equipment
France Travail
Alignment within a fragmented public organization
Suivi de Parcours
France Travail
Using design strategy to connect policy ambitions with field realities in the creation of France Travail
Structuring a Product team
Product ops, Product management
Structuring a product team and accelerating decision-making
Building product maturity through feedback culture, measurable goals,
and Product Ops coaching
A few months after joining Volta as Lead Product Designer, I observed that while the company was preparing a major release for the U.S. market, the product organization lacked a structured way to connect vision, strategy, and execution.
The product team was composed of talented but junior PMs and a PMM, with limited experience working in mature product environments. Decisions were often driven by intuition rather than data, feedback from the field was scattered, and teams lacked visibility on how insights were used.The Head of Product asked me to take on a coaching and structuring role, to help the team adopt a more systematic and measurable product practice — and to prepare for a high-stakes launch.
Diagnosing the operational gap
Through one-on-one sessions with PMs, PMM, and the Head of Product, I mapped the team’s challenges:
- Fragmented communication between product, sales, and R&D.
- No clear connection between user feedback and roadmap priorities.
- Objectives that were inspiring but not measurable or actionable.
This lack of structure created friction: engineers lacked context, the sales and clinical teams felt unheard, and product decisions often relied on gut feeling.I proposed a pragmatic approach — build a Product Ops foundation to align everyone around a shared understanding of user value and product focus.
Feedback management workflow
Implementing Productboard as the backbone of feedback and prioritization
Working hand-in-hand with the PMs and the PMM, I led the implementation of Productboard as the team’s single source of truth for feedback, roadmap, and prioritization.We began by mapping all existing feedback channels — field reports, sales inputs, user support logs — and categorizing them by product area and impact.Together, we defined criteria for feedback quality, ensuring submissions were actionable and user-centered rather than anecdotal or sales-driven.
I then coached each PM on linking feedback directly to roadmap initiatives, allowing the team to trace every decision back to user evidence.The tool quickly became a living system connecting user insights, product goals, and release planning — something the team had never experienced before.
Screenshot of Productboard feedback inbox view
Coaching for decision-making and measurable goals
Beyond the tool, my role was to raise the maturity of the team’s product thinking.I worked in close partnership with the Head of Product to translate strategic ambitions into clear, measurable objectives — helping PMs focus on outcomes rather than outputs.
I paired with each PM and the PMM to define KPIs for adoption, satisfaction, and impact, and introduced a scoring framework to assess feature adoption post-release.
Together, we established weekly product rituals:
- Feedback analysis syncs between product and field teams.
- Prioritization workshops grounded in feedback and data.
- Regular visibility sessions for the Head of Product to track progress and alignment.
All workflows and learnings were documented in Miro and Confluence, making onboarding and iteration easier for new team members.
From chaos to collaboration
After a few months, the transformation was visible:
- Productboard became fully adopted across teams, including field staff actively contributing structured feedback.
- 90% of roadmap items were now backed by user feedback and measurable outcomes.
- Product syncs evolved into a weekly ritual of alignment and decision-making, breaking silos between product, R&D, and go-to-market.
The Head of Product gained clear visibility into progress and could articulate priorities based on tangible evidence.PMs grew in autonomy and confidence, moving from reactive planning to strategic, data-informed leadership.
🌟 Impact
This project marked Volta’s shift toward a more mature product organization.By introducing Product Ops principles, I helped transform fragmented processes into a coherent decision system — where feedback, data, and strategy work together.More than a tooling change, it established a culture of continuous learning and measurable progress, enabling faster, clearer, and more confident product decisions.
Volta Medical
Structuring a product team
Product Team
Volta Medical
Building product maturity through feedback culture, measurable goals, and Product Ops coaching
Volta Medical
Measuring usability for an AI interface
Medical Device
Volta Medical
Designing and validating an AI interface to support electrophysiologists in high-stakes environments
France Travail
Alignment within a fragmented public organization
Suivi de Parcours
France Travail
Using design strategy to connect policy ambitions with field realities in the creation of France Travail
FlytWise
AI Predictions
AI Assistant
Thales Avionics
Turning user research and market insights into a strategic product roadmap
BlueSwarm
Autonomous drone
UI Command &Control
Blue Swarm
Thales Digital Solutions
Demonstrate how an operator can supervise an autonomous counter-drone defence system
Sleevi
Track fatigue
in real-time
Fatigue Monitoring App
Thales Digital Factory
Helping pilots understand and act on their fatigue — and increasing user retention by 40%
BetterFly
Review helicopter emergency procedures
Betterfly
Thales Digital Factory
Testing the value of a web-based learning platform enabling helicopter pilots to review emergency procedures
Maintenance App
Improve tracking and repair of radio equipment
Maintenance App
Thales Communications
Help operator improve tracking of radio equipment