Product leadership for a fintech

Interim CTO (0.3 FTE for six months)

Head of Products

Senior Lead Engineer

Senior Front End Engineers (5)

The challenge

A fast-growing fintech services provider was managing a broad and expanding product portfolio following a period of rapid growth.

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.

Gear Train was contracted to provide a Fractional interim CTO role to lead this and the Infrastructure, DevOps and Security project.

How we solved it

Created a clear single product roadmap to align commercial, technology and operations teams.

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. Weekly gratitude practice that improved transparency and team morale.

We reorganised product delivery by introducing a structured model across six product areas.

Introduced new product processes and tools: We set up Jira for prioritisation, backlog management and reporting.

Outcomes

  • Delivered a payments mobile wallet MVP in two months

  • Launched a pilot to 20,000+ users and gained 10,000+ after rollout

  • Restored progress on the stalled payment products.

  • Faster release delivery with a new ownership model

  • Improved visibility, ownership and delivery consistency across teams

“Andrada was, hands down, the best Product Manager I have ever worked with, no dallying, straight to the point.”

Hosea, Senior Front End Engineer on this project