Sekel Tech Platform - B2B2C SaaS - MarTech
Company: Sekel Tech | Role: Product Manager | Year: 2022–2024
Full product ownership of a hyperlocal marketing and location intelligence SaaS platform. Led a 30+ member team, drove ~30% revenue growth, and established the product organisation’s foundational processes.
Context
Sekel Tech is a B2B SaaS company offering hyperlocal digital marketing and location intelligence to enterprise clients in retail and automotive sectors. When I joined, the product had strong core features but struggled with:
- Long delivery cycles driven by client-customisation requests
- No clear roadmap - reactive to whoever shouted loudest
- Poor sprint predictability - >40% of sprint commitments missed
- High churn risk on 3 key accounts due to feature gaps
Discovery & First 60 Days
What I did in the first 60 days:
- Client audit - interviewed all 10 active clients; categorised issues as: critical bugs, feature gaps, expectation misalignment, UX problems
- Team audit - ran retrospectives with engineering, design, QA; uncovered root causes of delivery delays
- Revenue analysis - mapped features to revenue: which features were in high-value contracts vs. which were maintenance overhead
- Competitive landscape - benchmarked against 5 competitors to find whitespace and parity gaps
Key Findings
- Delivery delays were process failures, not engineering failures - requirements were ambiguous, PRDs were thin, and there was no proper sprint planning cadence
- 80% of client complaints came from 3 feature areas - highly actionable
- The highest-value feature (location-based lead attribution) was under-invested relative to its contract value
- Two clients were near churn: addressable with targeted fixes in 6 weeks
What I Built & Fixed
1. Product Operating System
Introduced:
- Weekly product review (roadmap, metrics, blockers)
- Sprint planning with capacity tracking
- PRD template with acceptance criteria, non-goals, and design decisions documented
- Monthly client health review - RAG status per account Impact: Sprint commitment fulfilment improved from ~58% to ~83% in 3 months.
2. OKR-Based Prioritisation
Replaced HiPPO-driven prioritisation with a transparent OKR framework:
- Company OKRs → Product OKRs → Feature priorities
- Scoring matrix: revenue impact × effort × strategic fit
- Roadmap published and shared with all clients quarterly This reduced “urgent requests from client X” noise significantly and gave engineering team clarity.
3. Location Attribution Feature (Flagship)
The highest-impact product investment: rebuilt the location-based lead attribution system. Problem: Retail and automotive clients needed to attribute offline store visits to online marketing campaigns. The existing system had ~35% data accuracy. Solution:
- Rebuilt the attribution pipeline with improved geofencing logic and dwell time filters
- Added campaign-level attribution dashboards for marketing teams
- Integrated with 3 major ad platforms via API Result: Attribution accuracy improved to ~78%. Two at-risk accounts renewed. Became a key demo feature for new client acquisition.
4. Self-Serve Analytics Layer
Problem: Clients depended on AECC’s team for every report. High support load. Solution: Built a self-serve reporting module with configurable date ranges, metrics, and export options. Result: Support tickets related to reporting dropped by ~45%. Client satisfaction improved.
Results
| Metric | Before | After (12 months) |
|---|---|---|
| Sprint commitment fulfilment | ~58% | ~83% |
| At-risk accounts | 3 | 0 |
| Revenue growth | Baseline | ~30% growth |
| Support tickets (reporting) | High | -45% |
| Location attribution accuracy | ~35% | ~78% |
What I Learned
- The best PM investment in a broken team is process - before features, fix how you decide and deliver
- Shared roadmap visibility with clients changed the relationship from reactive vendor to strategic partner
- Churn prevention is the fastest path to revenue - retaining at-risk accounts contributed more to the ~30% growth figure than any single new feature