Situation
The company already had an established shipping SaaS platform serving B2C use cases, but B2B was a new opportunity.
There was no established B2B product, roadmap or playbook.
I led the work from opportunity assessment and product strategy through MVP, customer validation and commercialisation, working across Product, Engineering, Design, Sales and Operations.
The challenge was not simply adding B2B features. We needed to understand how an existing SaaS platform designed around one type of shipping behaviour could support a very different operational model without creating a separate product for every partner.
Challenge
B2B wasn't simply B2C with a different customer.
The workflows were different. Partner requirements were different. At the same time, the system needed to support both B2B and B2C without creating a completely separate product for every partner.
We started with five partners and eventually grew to more than ten. As the number of partners increased, supporting different processes made both Product and technical decisions more complicated.
Judgement
Some development work was questioned because B2B was still new.
Instead of treating that as resistance, I stepped back and made sure the team understood the business behind the request, how B2B worked, and why the change mattered.
Once the problem was clearer, the technical conversation became much more useful.
Decision
We built it feature by feature.
I introduced a B2B roadmap that separated what we could reuse from B2C, what was genuinely different, what we could solve quickly, what needed to be built properly, and what could wait.
We used customer, internal and commercial signals before committing to larger investments.
The goal wasn't to create a perfect roadmap upfront. It was to make good decisions based on what we knew, release enough to learn, and let that learning influence what came next.
Commercial Value
One of the opportunities we explored was order consolidation.
The work showed that we could create meaningful cost efficiencies for customers while keeping the underlying revenue model commercially viable.
That changed the conversation from:
"Should we build this feature?"
to:
"What value does this create for the customer and the business?"
Cross-Functional Leadership
The work involved Product, Engineering, Design, Sales and Operations.
I also worked with senior and executive stakeholders through business discussions, QBRs and executive reviews to keep the opportunity, product direction and commercial progress aligned.
What Changed
Phase 1: 6 customers
Phase 2: 13 customers 40+ users
Customers increasingly used the platform across both their B2C and B2B business, increasing their reliance on the product.
What I Watched
Customer adoption Onboarding Usage Customer spending Commercial value
Learning
Iteration matters when you're building something new.
A new market rarely gives you enough information to get the whole roadmap right upfront.
You need to build enough to learn, stay flexible, and allow the next decision to be influenced by what actually happens.
The roadmap is a decision tool, not a promise.
My Role
Opportunity Shaped the B2B business case
Strategy Defined the product direction
Prioritisation Decided what to build, reuse or defer
Leadership Aligned Product, Engineering, Design, Sales and Operations
Commercialisation Helped take the opportunity from an idea to customer adoption