AUDIBENE / HEAR.COM

Scaled the technology organization—then built Product Operations from zero

Scaled the technology organization from about 70 to 180 people before IPO, then moved into the organization to build Product Operations from zero.

Technology organization: ~70 → 180
Direct hires pre-IPO: 40+
Low-ROI projects: −75%
Faster release cycles: ~20%

01 · The mandate

An EQT Ventures-backed HealthTech had two consecutive mandates: scale the technology organization toward IPO, then make the product portfolio itself run better.

02 · What I built and led

Leading three talent-acquisition teams across the US, Germany and India, I doubled the function and grew the technology organization from about 70 to 180 people. I directly hired 40+ people before IPO, including the Group Technology Officer, information-security leader, and leaders across Commercial, Product, Platform Engineering and Data Engineering. Time to Hire fell 17% year on year; offer acceptance rose 9%.

Then the crossover: I moved into the organization to build Product Operations from zero. I established Tech and Product OKRs with the executive team, eliminated 75% of low-ROI projects through cross-functional roadmap review and capacity reallocation, and release cycles ran ~20% faster.

03 · What changed

The range: trusted first to build the leadership team, then to operate inside the product org itself.