Daki · Case 05

Two goals, one bet: the map that cut tickets and opened a media channel

Role
Group Product Manager for the Customer context — end-to-end direction, no execution
Team
a PM reporting to me + a design team
Timeline
~6 months, from discovery to delivery
Result
contact rate for the target reason −30% · a new recurring media revenue line

01 — My scope

As Group Product Manager for the Customer context, I carried two scopes that didn’t talk to each other: improve the post-order experience, the biggest source of contact with support, and contribute to the group’s agenda of opening new revenue fronts.

This is the case where my role was pure direction: I led the initiative end to end without designing a screen or writing a requirement.

The PM who reports to me and the design team ran all of discovery and delivery, with me directing.

02 — What was at stake

1/10

of post-purchase tickets were “I can’t find the courier”
among the five largest contact categories

Each contact was operating cost and friction in the journey.

On the other side, the retail media team needed new inventory to negotiate with the industry, with less dependence on external processes.

In standard roadmap logic, they’d be two projects fighting over the same quarter.

Two business goals, one betThe case's central decision: converging two agendas that would otherwise have fought over the same roadmap.Two business goals, one betThe case's central decision: converging two agendas that would otherwise have fought over the same roadmap.GOAL 1 · EXPERIENCECut "I can't find my courier"contacts~1 in every 10 post-purchase ticketsGOAL 2 · REVENUEOpen media inventory to brandswith less dependence on externalprocessesONE BETThe courier map, customizablefrom day onethe feature isn't novel — the design andprioritization call wasRESULT−30% in contact rate"I can't find my courier"RESULTA new recurring media revenuelinepriced and negotiated by retail media withthe brandsconvergeno absolute figures · relative change and qualitative signalTwo business goals, one betThe case's central decision: converging two agendas that would otherwise have fought over the same roadmap.Two business goals, one betThe case's central decision: converging two agendas thatwould otherwise have fought over the same roadmap.GOAL 1 · EXPERIENCECut "I can't find my courier" contacts~1 in every 10 post-purchase ticketsGOAL 2 · REVENUEOpen media inventory to brandswith less dependence on external processesconvergeONE BETThe courier map, customizable from day onethe feature isn't novel — the design and prioritization callwasRESULT−30% in contact rate"I can't find my courier"RESULTA new recurring media revenue linepriced and negotiated by retail media with the brandsno absolute figures · relative change and qualitativesignal
What this diagram proves: the convergence was a deliberate decision: two agendas that would fight over the same roadmap, resolved in a single bet, with results on both sides.
Product03 — Product decision

I decided it would be a single bet.

The choice was the courier map, a feature with nothing innovative about it, and that’s exactly the point: the decision wasn’t in inventing, it was in the design and the prioritization, with the feature born customizable for the industry.

The map attacked the cause of the tickets; the user’s attention on that surface became a negotiable media space.

Direction04 — Leadership and craft decision

My rule was to direct through the questions, not the answers.

how does the process between the industry and our operation work?

what changes between a player with its own agency and one without?

I framed what discovery needed to answer and let the PM and the design team reach the answers. I tracked through critique and review rituals on a fixed cadence and stepped in only at the decision checkpoints: prioritization, trade-offs, stakeholders.

Product

By the time the proposal reached the table, it already had owners.

Buy-in came in 1:1s with the marketing, retail media, and my own leadership, before any forum.

And templatization came in as a business-model decision, not a UI one: the templates were born as the package retail media would use to negotiate with the industry, with customization levels that become price tiers.

Direction

One example of what was mine at those checkpoints: I ruled that customization would start with just two options, to learn from the real operation before releasing variations, instead of launching with the full range the commercial front wanted to sell.

The craft decision that held up the model was the templatized vision: a template that protects the technical requirements of customization, no matter who produces the asset, and that lets new variations come in through design and branding, without triggering engineering.

Customization stopped being a quality risk and became an operable system.

Customization as a system: the template and its governanceThe craft decision that turned customization from a quality risk into an operable model.Customization as a system: the template and its governanceThe craft decision that turned customization from a quality risk into an operable model.FIXED CORE — NON-NEGOTIABLEWhat the template protectsFixed asset ratio and a single image formatA defined anchor point on the mapConstant size, whatever the zoom levelIt guarantees the technical requirements no matter who produces the asset.what stays fixed is what frees up the restCUSTOMIZABLE LAYER — 3 LEVELS, 3 PRICE TIERSWhat the brand choosesLevel 1 · Standard riderdefaultLevel 3 · Rider + logo + callouttier 2New variations come in through the template, via design and branding — withoutpulling in engineering.01 · SALESSells and activates the campaigncontract record, dates, customization levelsold02 · BRANDINGProduces the artwork in thetemplatefollows the template and the guideline; thetechnical requirements are alreadyprotected03 · PRODUCTPublishes the customizationvalidates against the template andschedules the placementThe governance is the deliverablethe brand ↔ operation process was designed during discovery — not improvised after the salePLAYER PROFILEWHAT THEY GETWith their own agencyGets the specs and produces the asset in-houseWithout an agencyGets the template nearly finished — minimal production on their sideno real dimensions, internal tools or brand namesCustomization as a system: the template and its governanceThe craft decision that turned customization from a quality risk into an operable model.Customization as a system: the templateand its governanceThe craft decision that turned customization from a qualityrisk into an operable model.FIXED CORE — NON-NEGOTIABLEWhat the template protectsFixed asset ratio and a single image formatA defined anchor point on the mapConstant size, whatever the zoom levelIt guarantees the technicalrequirements no matter whoproduces the asset.what stays fixed is what frees up the restCUSTOMIZABLE LAYER — 3LEVELS, 3 PRICE TIERSWhat the brand choosesLevel 1 · Standard riderdefaultLevel 3 · Rider + logo + callouttier 2New variations come in through thetemplate, via design and branding —without pulling in engineering.01 · SALESSells and activates the campaigncontract record, dates, customization level sold02 · BRANDINGProduces the artwork in the templatefollows the template and the guideline; the technicalrequirements are already protected03 · PRODUCTPublishes the customizationvalidates against the template and schedules the placementThe governance is the deliverablethe brand ↔ operation process was designed duringdiscovery — not improvised after the saleWith their own agencyWHAT THEY GETGets the specs and producesthe asset in-houseWithout an agencyWHAT THEY GETGets the template nearlyfinished — minimalproduction on their sideno real dimensions, internal tools or brand names
What this diagram proves: the craft decision is a business model: the template protects the technical requirements and the customization levels become price tiers, operated by three teams.

05 — Relative result

"I can't find my courier" contactsrelative index · base 100 = pre-launch average"I can't find my courier" contactsrelative index · base 100 = pre-launch average70100100before launchbase 10070after launchwith the courier map liveMAP LAUNCH−30% in contact rate — the pain became visibilityrelative index · no absolute volumes"I can't find my courier" contactsrelative index · base 100 = pre-launch average"I can't find my courier" contactsrelative index · base 100 = pre-launch average70100100before launchbase 10070after launchwith the courier map liveMAP LAUNCH−30% in contact rate — the pain becamevisibilityrelative index · no absolute volumes
What this diagram proves: the result is relative and has method: an index with base 100, no absolute volumes.

The same delivery opened a new line of recurring media revenue, sold today to the industry in price tiers by customization level, negotiated by retail media.

One launch, two business goals, and a team that made the execution decisions without me.

06 — What I’d do differently

Respecting technical complexity I’d already learned in the cycle where I built the area’s governance. The map taught me a new category of it: the complexity that comes from third-party requirements. Guaranteeing the template’s structure for any asset producer took more engineering than the plan assumed. Today I’d put the template’s technical sizing inside discovery, before making commitments with the commercial stakeholders.