Problem

With the company OKRs and sales targets set for growth the existing onboarding process would be put under strain. We hypothesised that "the existing technical onboarding capacity would be reached or surpassed within the current financial year".

Discovery

Discovery into the current state using previous customer deliveries to guide quantitive data. Interviews with onboarding & technical team collecting process, effort and elapsed times. Validated the problem and collated learnings for visibility and feedback.

Learnings

• The current state process would be at capacity if sales targets were hit

• At risk of significant delays to customer onboarding if multiple new customers hit the technical onboarding stage at the same time

• The customer acquisition cost (CAC) at this stage is high

• Opportunity cost - significant engineering time would be placed solely on onboarding meaning reduced time for innovation

Solution

Post problem validation, further discovery was required to find the potential solution and get buy-in. Here are the high-level steps we followed.

• Theorised on potential solutions and impacts - Used OSTs and effort vs impact ✅

• Presented learnings, solutions and hypothesised success measures (using one-pager as a base) to exec team for buy-in ✅

• Planned and built roadmap breaking it into 'bets' or 'experiments' - Built this out starting with the ideal state and worked backwards ✅

• Started development on first bet ✅