I was offered to create and lead a new product department at Bitnic. An international corporation joined Bitnic as a strategic investor. I assembled a team, conducting 4-5 interviews daily. At the same time, I approved my go-to-market strategy from the Board of Directors and described the MVP of a new product line. After that, I rebuilt the processes and implemented the “Scrumban” model, a mix of Scrum and Kanban. Until we became a large corporation, I did several useful software migrations and removed legacy code!

The first version of Go Bitnic (Mobile Web) was launched in 14 coffee shops. I created a system for conducting quantitative and qualitative testing, adapted professional tools to our services. I prepared our sales department to launch a new product line and signed preliminary agreements. Our plan was to make 5 pilots in a month with retail chains.

Made a full-fledged release of the whole product line (Go, Pay, Lead, Order), keeping it within the deadline of the approved strategy. We achieved joining 80 new points of sales every month and reached the break-even point. It seemed like real magic!

Due to the pandemic, our sales stopped for several months. Two main customers announced the closure, so we lost more than 200 points of sales at the same time. I reinvented our business model and focused the business on online ordering. The strategy paid off, and we caught the market trend. Selling our leading product Go Bitnic, we achieved connecting 100+ points of sales per month. Additionally, we developed a mobile application, "Coffee Nearby", to attract clients to coffee shops.