1.
LEARNINGS
FROM MANAGING
B2B VS. B2C
PRODUCTS

2.
SENIOR PRODUCT MANAGER
@GLINTS
Rahel Maharani
Glints is a tech-enabled recruitment and remote hiring
company. We have in-house productivity tools to help
increase our recruiter efficiency and consumer-facing career
development platforms to support demand and supply
acquisition.
About Glints
I've been responsible for the development of Glints' B2B and
B2C products in SEA since series A to present at series C.
About Me

3.
My Failures
TODAY'S AGENDA

4.
OBJECTIVE:
INCREASE THE RECRUITER EFFICIENCY
THROUGH THE B2B SAAS PRODUCT
BY HELPING IN-HOUSE RECRUITERS MAKE BETTER DECISIONS AND PRIORITIES
IN FINDING SUITABLE CANDIDATES FOR PAYING EMPLOYERS
OUTPUTS:
- RECRUITER ATS
- JOB PRIORITIZATION DASHBOARD
- EMPLOYER NOTIFICATIONS
- AI ALGORITHM IMPROVEMENTS
- SALES READY PRODUCT
B2B Learnings

5.
Story #1: "The team is
not performing
because the metric is
not moving"

6.
The business north star should
be the business product's
north star because the team's
job is to build a tool that would
help the company make more
money
Assumption
The business north star is
usually a lagging metric that
requires a lot of moving parts
to move in order for it to
change
Reality
Stress test whether the metric
that my team is trying to move
is a leading indicator to the
north star
Learning
Learning #1
Lagging indicators take a long time to change, and show the later-stage results
of your efforts. Leading indicators measure the activities you think will help you
reach your goal, and can be tracked on a more ongoing basis.
Dictionary

7.
Funnel
Correlation
Flywheel Levers

8.
Story #2: "The users
work for the company,
they'll have no choice
but to adopt this tool"

9.
Business users will adopt the
tool because it's better than
their existing solution. Plus,
we'll get the business lead to
enforce adoption.
Assumption
- The business lead does not
have as much authority or
influence compared to direct
managers
- Habits and anxieties beat
better solutions
- Different business units have
different workflows
Reality
Validating the problem and solution is not enough.
I needed to:
- Get buy-in from stakeholders
with authority and influence
- Map out the existing workflow from beginning to
end, i.e. beyond tool usage, in all business units
- Build supporting tools
- Gradually limit access to old tools
- Ensure that relevant data are
accessible on the new tool
- Incentivize transition
- Provide training
- Create exciting launch campaigns
Learning
Learning #2

10.
OBJECTIVE:
IDENTIFY AND INCREASE ENGAGEMENT AND RETENTION METRICS
IN THE JOB MARKETPLACE
OUTPUTS:
- EMPLOYER ATS
- FRAUD PREVENTION
- CANDIDATE JOB RECOMMENDATIONS
- EMPLOYER DASHBOARD
- JOB AUTO-DEACTIVATION LOGIC
- JOB SHARING AND REFERRALS
- APPLICATION RELEVANCE SCORING
- LOCALIZATION EFFORTS
B2C Learnings

11.
Story #3: "Let's just
replicate what the
users are already
doing"

12.
Replicating what a user does
in real life will always result in
great outcomes.
Assumption
Just because people are doing
the action, doesn't mean that it
will guarantee product market
fit. It also doesn't guarantee
the scalability of the solution.
Reality
Stress test why a past action
happened and in what
circumstances that past action
would occur.
In this particular story, users
need to receive the benefit
themselves in order for the
solution to find product market
fit.
Learning
Learning #3

13.
By Nir Eyal

14.
Story #4: "There's
nothing on the
recurring surveys
about this. Everything
must be great!"

15.
If users are not complaining,
thing must be working
properly.
Assumption
Users don't always complain
when they are confused or
frustrated.
Reality
Track and analyze your
dropoffs as much as you do
your gains.
Learning
Learning #4

16.
Summary
Am I working to move the right metric?
What are the habits and anxieties
attached to the user journey?
Who is benefitting from this solution
and how?
Am I tracking and analyzing the
dropoffs?
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4.
ASK YOURSELF

17.
Got feedback?
Reach out to rahelmhrn@yahoo.com