The challenge

A fast-growing fintech services provider was managing a broad and expanding product portfolio following a period of rapid growth. As the organisation scaled, delivery practices and ownership models had not yet evolved at the same pace.

This led to:

• Limited visibility of product priorities, roadmaps and success measures.

• Longer than intended go-to-market cycles.

• A mobile payments product that had lost momentum.

• Inconsistent alignment across teams and evolving product ownership.

The organisation engaged fractional product leadership to clarify priorities, establish consistent ways of working, and support products as they prepared to scale.

How we solved it.

We reorganised product delivery around clear domains: We introduced a structured model across six product areas. Teams were aligned to domains, and siloed agendas in meetings were replaced with short, outcome-based rituals.

Introduced product processes and tools: We set up Jira for prioritisation, backlog management and reporting. This gave operations and engineering leadership a clear view of progress.

Fast-tracked a stalled payments app: We regained delivery momentum and completed the MVP in two months, launching a controlled pilot to over 20,000 users.

Built a high-performance product ownership team: With revised job descriptions and KPIs, a new product-owner framework, and a development path for existing staff, a company-wide gratitude practice that improved transparency and team morale.

Created a clear single product roadmap: This aligned commercial, technology and operations teams.

Our approach

Gear Train provided:

• A clear, concise product roadmap. 

• Experienced agile product managers to enhance people, processes and tools.

• Transparent leadership focused on data-driven decision-making.

• A calm, professional environment where people did their best work.

Outcome

Fast delivery. Completed a mobile wallet MVP in two months and launched a pilot to over 20,000 users, and acquired over 10,000 users post-rollout.

Stronger operations and culture: Introduced product processes, KPIs and set a clear product roadmap with recognition practices.

Reactivated revenue potential: The stalled payments product returned to active development and pilot launch.