Context
Schneider Electric's strategic offer publication tool was at breaking point.
Risks:
- Single retiring engineer maintaining legacy architecture
- Heavy technical debt
- Misaligned stakeholders
- 3 releases per year
- Failure would impact pricing, catalog, and commercial systems globally
Deadline:
10 months to stabilize and redesign.
My Role
- Defined discovery strategy
- Partnered with Lead PM to reframe problem and prioritize
- Aligned 3 major stakeholder groups
- Defined MVP and delivery roadmap
Key Decisions
Reframed the problem from "user journey" to "data journey"
Stakeholders spoke data and process, not UX.
Mapped how data moved across 10 profiles and 4 teams, made systemic failures visible.
Forced prioritization discipline through OKRs
Coached stakeholders to define 3- and 6-month OKRs.
Created shared accountability instead of endless requirement accumulation.
Embedded engineering into discovery
Ran collaborative sketching sessions early.
Avoided handoff friction and reduced rework risk.
Results
Delivered MVP within 10 months under architectural constraints.
Impact
1 monthly
Release (vs 3 per year)
-30%
Rejected orders
-50%
Publishing workload
Long-term Impact
- Clear ownership model around publication flows
- Shared product vocabulary across teams
- Cross-country review rituals embedded
- Stronger autonomy within EU team
