When our company began targeting enterprise customers, I quickly recognized that our existing product architecture was creating a fundamental barrier to success. Through my analysis of lost opportunities and prospect feedback, I identified that our legacy structure was preventing us from designing experiences that met enterprise needs, ultimately causing us to lose high-value deals.

‍

I spearheaded a comprehensive research initiative to understand the root causes and design a path forward. My research strategy combined multiple data sources: I analyzed patterns from sales calls to identify common objections, conducted competitive intelligence to understand market standards, and led customer interviews to uncover specific enterprise requirements.

Based on these insights, I redesigned our product architecture to be enterprise-ready while maintaining flexibility for customers of all sizes.

My new framework not only solved the immediate structural issues but also provided a scalable foundation for future growth. The impact of my work extended beyond product design—it enabled organizational alignment around a new 6-month roadmap and fundamentally transformed our go-to-market strategy.

I conducted a comprehensive analysis of our sales performance using multiple research methods. I personally reviewed 90+ sales calls through Gong, conducted interviews with our revenue team, and led customer requirement sessions to understand gaps in our offering.

Through this analysis, I uncovered critical insights that shaped our strategy:

• I discovered that enterprise customers were consistently requesting features that our current architecture simply couldn't support
• My research revealed that banking sector clients and FAANG companies had specific structural requirements we weren't meeting
• I identified a fundamental misalignment between our product positioning and how enterprise buyers actually make decisions
• Working with the revenue team, I documented recurring objections that all centered around our product's lack of flexibility

The pain points I identified were clear: our account structures were too rigid, we were missing enterprise-standard features, and our pricing and packaging didn't match enterprise expectations.

‍

I partnered closely with our Head of Engineering to map out our current product architecture in detail. Together, we identified the specific technical limitations that were preventing us from delivering optimal enterprise experiences, giving me the technical foundation needed to propose viable solutions.

‍

To validate my findings and proposed solutions, I designed and conducted in-depth interviews with enterprise customers from the US banking sector and FAANG companies. I developed structured discussion guides in collaboration with our Product Manager to ensure we captured comprehensive feedback on enterprise requirements and tested the viability of my proposed architectural changes.

I synthesized all the insights from my customer research, competitive analysis, and technical constraint mapping to create a new product structure that balanced both business objectives and customer needs. My approach was to translate complex requirements into a cohesive architectural vision that could actually be implemented.

‍

I facilitated extensive whiteboard sessions with cross-functional stakeholders to work through the architectural challenges. During these sessions, I guided the team through iterative diagram development, exploring multiple approaches until we found the optimal solution.

I focused particularly on modelling account structures that could scale to meet enterprise requirements while ensuring seamless integration with our existing systems and workflows.

My role was to keep these sessions productive and focused—translating technical constraints into design opportunities and ensuring every stakeholder's perspective was incorporated into the final architecture.

I researched and applied industry-standard enterprise design patterns to ensure our solution would meet expectations from sophisticated buyers. However, I was careful to implement these patterns in a way that maintained flexibility for customers across all organization sizes—from startups to Fortune 500 companies.

This balance was critical to preserving our ability to serve our existing customer base while opening doors to enterprise opportunities.

My work catalyzed significant organizational change beyond just product architecture. I established new collaborative frameworks that broke down silos between departments that had previously worked in isolation.

Through my research findings and design process, I shifted how we talked about product positioning and sales strategy across the entire company.

I also formed new cross-functional working groups specifically focused on enterprise success, creating lasting organizational structures that continue to drive results.

‍

I developed a comprehensive 6-month transformation program that addressed fundamental questions about our product architecture. My roadmap wasn't just about immediate fixes—I designed a sustainable architecture that would enable scalable enterprise growth while protecting our position in the SMB market.

A key achievement was resolving technical debt from legacy architectural decisions that had been limiting our product's evolution for years.

‍

My architectural redesign unlocked new business opportunities that weren't possible before. I enabled our team to develop pricing models specifically designed for enterprise segments, while my flexible product packaging approach allowed us to serve diverse customer needs without compromising our core offering.

Perhaps most importantly, I provided our revenue team with a product structure that actually supports enterprise sales cycles—giving them the tools they needed to compete effectively in high-value deals.

‍