Team Operations
I work closely with senior leaders across Tech, Product and Engineering to shape the vision, define OKRs and align on roadmaps for the domain.
Objective & Challenges
At Cazoo, downsizing meant we had to adapt both our teams and how we worked. Our OKRs became more focused and needed collective agreement. We shifted from a growth mindset to one centred on margin and profitability.
In phase one, our key challenges included:
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Forming new teams with different remits
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Creating a single, joined-up view of opportunities and bets
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Prioritising effectively with reduced capacity
The Approach
Our approach was simple - get the basics right, get the teams set up and motivated, stay close to the detail of the OKRs and work together to make it happen.
Domain Team Structure
We needed to reshape the team to align more closely with value streams.
Moving people and redefining team output was a complex task that involved multiple sessions with Heads of Product and Engineering to find the right fit.
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Key considerations included:
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Team objectives, OKRs, stakeholders and commercial goals
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Skillsets of team members
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Opportunities for optimisation and collaboration
Opportunity Mapping
Working closely with Product, Engineering and key stakeholders, the UX team led a session to map out a bird’s eye view of the experience space.
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We visualised all the ecommerce journeys and invited collaboration to:
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Identify opportunities
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Map shared themes
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Cross-reference those themes with data and research
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Create a prioritised roadmap to guide the work ahead
Roadmap & Capacity
Once the themes were in place, the next step was to turn them into a realistic roadmap for Tech and stakeholders.
We held working sessions with leads from Product, UX and Engineering to shape an initiatives roadmap.
We broke the work into phases, aligned it to priorities and key milestones, and assessed what could be delivered when.
The final roadmap was then reviewed and prioritised with stakeholders and senior tech leaders.