Apto

Organizational Strategy

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How Devetry Helped Apto Improve its Organizational Structure

So much of a product’s success comes from the team behind it. In Apto’s case, they were missing key personnel to develop a strong product and grow their business.

Devetry partnered with Apto to identify these positions and how they would facilitate success. The end result? An organizational strategy that would allow them to improve their product and grow their business.

The Problem

Apto had a few gaps in their company’s organization, which was affecting three essential functions of their business:



  1. Product development: There was an opportunity to improve their product’s road mapping.
  2. Cross-departmental inefficiencies: To see continued growth, leadership needed to create efficiencies across the functional units of the business.
  3. Customer churn: While Apto’s products are well-positioned in the market, customer churn was higher than expected.
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Old Org Structure

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New Org Structure

Before

Devetry analyzed Apto’s internal organizational structure against their current and future product and business goals. By taking into account Apto’s software architecture, product road map, and stakeholder motivations, Devetry found ample opportunities for improvement.

We recommended a number of immediate and long-term hiring needs that would allow them to improve product development and decrease customer churn. If Apto could place product and engineering at the core of their business, they would achieve greater success and stability.

Before

Devetry analyzed Apto’s internal organizational structure against their current and future product and business goals. By taking into account Apto’s software architecture, product road map, and stakeholder motivations, Devetry found ample opportunities for improvement. <br/> <br/> We recommended a number of immediate and long-term hiring needs that would allow them to improve product development and decrease customer churn. If Apto could place product and engineering at the core of their business, they would achieve greater success and stability.

After

In the end, we recommended hiring a COO to lead operations in the near term, followed by product management resources. Then, over the next 12-18 months, two additional engineering resources may be needed, assuming revenue targets are met. These new resources will allow Apto to develop a stronger product and address internal inefficiencies.

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Background

Results

  • An organizational strategy around current and future design and engineering resources

    A focused roadmap that Devetry supported with development resources 

    Quicker delivery of features for new platform launch

Background