I started with a product discovery to understand ZELF customers and their needs. Conducting the market research, I found out that ZELF loses 40% of potential clients because of the absence of some features. I reprioritized the existing backlog and launched a new line of business. Summarizing all information, I created a new roadmap.

Updating a strategy, I made a recruitment plan. Then I optimized the HR system and personally interviewed more than 80 analysts, designers, product and project managers. After hiring the best candidates, I prepared an adaptation system for each.

The development process was chaotic. Employees often preferred to do easy tasks, but useless and low-priority. Working inconsistently a lot of features stayed in progress for many months. I divided the team into 5 products and implemented SCRUM. With new product managers, I established a new development process, so the company could predict the costs and execution time.

To finish the transformation project, I rebuilt the analytics and support system. I implemented cohort analytics to all reports and a hypothesis validation approach. So I found out that the support team missed 25% of requests, and the average response time was 7 hours. After changing the support software, scripts, and service standards, it changed to 0.05% missed requests and 8 min time response.