My mission was to offload the CPTO from his leadership and staffing responsibilities for the Product area - so to enable him to focus on innovation and strategy: restructure, scale and internationalise the already big Product area, after expanding in the US after the acquisition of Pippa.
Launched a new platform to provide podcast creators with actionable insights, in order to optimise their content and increase monetisation opportunities, as well as brands with technology to target in-podcast conversations instead of individual users
Spearheaded strategic innovation partnerships with key podcasting networks and content creators, expanding Acast's user base and revenue streams
Supported the insight provided by the Data team with UX-driven research, to inform and develop Product strategy and roadmap
Reached 860 million listeners in 2020, marking strong growth even though the advertising market suffered a massive dip due to Covid
US revenue increased over 50% over the year 2020
Led and coached leaders in the Product department (Product Management, Product Design and Customer Experience) for a total of 16 between direct and indirect reports
Introduced global seniority levels, redefined Product areas, rejuvenated legacy processes, promoted workshops and activities for teams to bond, establish trust, restructure and redefine their domains
Created a solid pipeline of candidates and appointed senior roles in Product, Design and CX
Introduced the Thunderdome, a stakeholder-led, empathy-based prioritisation framework that I had previously designed
Held company-wide workshops about transitioning from working in silos to planning cross-functionally through big room planning and maintaining transparent backlogs