TIER
Joined as TIER’s first product leader during early hypergrowth, building the product organisation, introducing structural clarity, and shifting the company from feature delivery to scalable platform systems across 200+ cities.
Apr 1, 2019
COMPANY
TIER Mobility
COMPANY
TIER Mobility
COMPANY
TIER Mobility
Role
VP Product (prior Director Customer Journey)
Role
VP Product (prior Director Customer Journey)
Role
VP Product (prior Director Customer Journey)
SCOPE
Leading Product, Design & Research
SCOPE
Leading Product, Design & Research
SCOPE
Leading Product, Design & Research
Context
Context
Context
When I joined TIER, the company was early in its journey: a fast-moving mobility startup with strong ambition, a young and predominantly junior product team, and no formal product structure in place.
I became the first dedicated product leader and part of the Product & Tech leadership group under Co-Founder & CTO Matthias Laug. Shortly after, TIER raised Series A and entered rapid hyper-growth.
What followed was not incremental growth, it was structural acceleration.
When I joined TIER, the company was early in its journey: a fast-moving mobility startup with strong ambition, a young and predominantly junior product team, and no formal product structure in place.
I became the first dedicated product leader and part of the Product & Tech leadership group under Co-Founder & CTO Matthias Laug. Shortly after, TIER raised Series A and entered rapid hyper-growth.
What followed was not incremental growth, it was structural acceleration.
When I joined TIER, the company was early in its journey: a fast-moving mobility startup with strong ambition, a young and predominantly junior product team, and no formal product structure in place.
I became the first dedicated product leader and part of the Product & Tech leadership group under Co-Founder & CTO Matthias Laug. Shortly after, TIER raised Series A and entered rapid hyper-growth.
What followed was not incremental growth, it was structural acceleration.
Structural Challenge
Structural Challenge
Structural Challenge
Hypergrowth exposed structural gaps:
No clear product organisation or senior product leadership
No KPI tree connecting product decisions to business outcomes
No research function
Increasing operational complexity across markets
Major public tenders (including Paris and London) demanding maturity and clarity
The challenge was not building features.
It was building a scalable product system under extreme growth pressure.
Hypergrowth exposed structural gaps:
No clear product organisation or senior product leadership
No KPI tree connecting product decisions to business outcomes
No research function
Increasing operational complexity across markets
Major public tenders (including Paris and London) demanding maturity and clarity
The challenge was not building features.
It was building a scalable product system under extreme growth pressure.
Hypergrowth exposed structural gaps:
No clear product organisation or senior product leadership
No KPI tree connecting product decisions to business outcomes
No research function
Increasing operational complexity across markets
Major public tenders (including Paris and London) demanding maturity and clarity
The challenge was not building features.
It was building a scalable product system under extreme growth pressure.
Strategic Intervention
Strategic Intervention
Strategic Intervention
My focus was twofold: organisational architecture and platform thinking.
Building the Product Organisation
Recruited and hired senior product leaders
Structured product teams for scale
Introduced outcome-driven roadmapping and KPI trees
Built a cross-functional Research & Insights team from scratch
Embedded product, design, and research into a unified operating model
We didn’t just grow headcount, we grew capability.
Platformisation during Hyper-growth
As TIER expanded into 200+ cities, product complexity increased exponentially.
We shifted from feature delivery to platform thinking:
Monetisation frameworks
Vehicle integration (new scooters, e-bikes, mopeds)
Group rides & precision parking detection
Standardised systems across markets
Supporting major tenders including Paris and London
The goal was not speed alone. It was repeatability.
My focus was twofold: organisational architecture and platform thinking.
Building the Product Organisation
Recruited and hired senior product leaders
Structured product teams for scale
Introduced outcome-driven roadmapping and KPI trees
Built a cross-functional Research & Insights team from scratch
Embedded product, design, and research into a unified operating model
We didn’t just grow headcount, we grew capability.
Platformisation during Hyper-growth
As TIER expanded into 200+ cities, product complexity increased exponentially.
We shifted from feature delivery to platform thinking:
Monetisation frameworks
Vehicle integration (new scooters, e-bikes, mopeds)
Group rides & precision parking detection
Standardised systems across markets
Supporting major tenders including Paris and London
The goal was not speed alone. It was repeatability.
My focus was twofold: organisational architecture and platform thinking.
Building the Product Organisation
Recruited and hired senior product leaders
Structured product teams for scale
Introduced outcome-driven roadmapping and KPI trees
Built a cross-functional Research & Insights team from scratch
Embedded product, design, and research into a unified operating model
We didn’t just grow headcount, we grew capability.
Platformisation during Hyper-growth
As TIER expanded into 200+ cities, product complexity increased exponentially.
We shifted from feature delivery to platform thinking:
Monetisation frameworks
Vehicle integration (new scooters, e-bikes, mopeds)
Group rides & precision parking detection
Standardised systems across markets
Supporting major tenders including Paris and London
The goal was not speed alone. It was repeatability.
Impact
Impact
Impact
The impact was measurable in scale, capability, and company maturity:
Product & Tech scaled from ~30 to 300+ people
Revenue scaled from $20M to $200M ARR
Company progressed from Series A to Series D
Achieved $3B+ unicorn valuation
Expanded into 500+ cities globally
Most importantly: The product organisation matured in parallel with company growth, enabling scale instead of reacting to it.
What this shaped for me
TIER shaped how I think about scale. Hyper-growth doesn’t amplify strengths, it amplifies structural weaknesses. Building products that scale requires building the system around them just as deliberately. To this date, it remains one of the most formative chapters of my career.
The impact was measurable in scale, capability, and company maturity:
Product & Tech scaled from ~30 to 300+ people
Revenue scaled from $20M to $200M ARR
Company progressed from Series A to Series D
Achieved $3B+ unicorn valuation
Expanded into 500+ cities globally
Most importantly: The product organisation matured in parallel with company growth, enabling scale instead of reacting to it.
What this shaped for me
TIER shaped how I think about scale. Hyper-growth doesn’t amplify strengths, it amplifies structural weaknesses. Building products that scale requires building the system around them just as deliberately. To this date, it remains one of the most formative chapters of my career.
The impact was measurable in scale, capability, and company maturity:
Product & Tech scaled from ~30 to 300+ people
Revenue scaled from $20M to $200M ARR
Company progressed from Series A to Series D
Achieved $3B+ unicorn valuation
Expanded into 500+ cities globally
Most importantly: The product organisation matured in parallel with company growth, enabling scale instead of reacting to it.
What this shaped for me
TIER shaped how I think about scale. Hyper-growth doesn’t amplify strengths, it amplifies structural weaknesses. Building products that scale requires building the system around them just as deliberately. To this date, it remains one of the most formative chapters of my career.
