Izix

From a parking service to SaaS parking management software

Bepark, the mother company of Izix, traditionally rented out parking spots from different (private) parking owners. After a while they started renting out unused spots through their website; becoming the Airbnb for unused parking spots.

To service more clients and parking lots, Bepark decided to split off the software to manage all operations in its own company; Izix. The software of Izix allows drivers to open a gate of a selected parking, calculate where there are still parking spot available and much more. Bepark became a client of Izix.

Prioritisation struggles

Izix was struggling with prioritisation process:

1. Stakeholders had different vision on the right priorities
2. Support teams were doing a lot of tedious manual work (like generating pricing reports what each company had to pay for the usage of the parking spots)
3. The market was rapidly changing and they couldn't keep up
4. Izix was rapidly growing and had 100 things to handle at once

The most urgent question was what features should be built first?

Optimising communication between stakeholders

First, we looked into the current situation to understand how the existing product had been managed and what the targets were. That's where we found the biggest pressure.

We then focussed on creating clear communication lines. We instilled regular, clear communication moments; weekly insights checks, monthly updates based on discussion between CSM, CEO, CTO and product. We also visualised and created transparency to all stakeholders by visualising what we were working on in Productboard.

Creating a clear prioritisation process

Lastly, we created a clear prioritisation process. We collected insights based on customer feedback from different teams like sales and customer success. We scored the insights and categorised them into initiatives that we plotted on a roadmap over time. We highly focussed on communication of the roadmap and prioritisation process;

• Every week we discussed changes requested for the roadmap. Every new initiative needed to have clear goals and reasoning why it should be prioritised higher than what was already on the roadmap.
• We kept communicating how decisions were made; every quarter we explained the full team how we prioritised .
• We documented all decisions, visible to all in the company.

We didn't forget clients in this process. We communicated the roadmap, the current initiatives and the priorities to them as well without exact time commitments.