Multi-brand SalesAcquisition & ProductTransformation.
Building the product, data and PMO Governance + LeSS Framework required to run end-to-end acquisition delivery across an international multi-brand education portfolio.
The contractual title remained Product; the accountability extended materially beyond conventional backlog ownership.
Operations delivery across active brands, with product, data, automation, integration and executive governance responsibility.
Portfolio priorities, cadence, dependencies, governance, escalation and delivery execution coordinated at scale.
Programme-scale delivery evidence across the international multi-brand portfolio, alongside ~50 collaborators coordinated.
A fragmented commercial and technology landscape.
The challenge was not one website or one CRM. Multiple brands, channels, teams and enterprise systems had to operate as one acquisition journey under significant delivery pressure.
From isolated workstreams to one accountable delivery system.
ACE Education's acquisition portfolio combined multiple brands, sales funnels, commercial teams and shared technology services. The legacy Miracle environment introduced limitations around integration, automation and cross-functional visibility, while business and IT dependencies made end-to-end execution difficult.
The delivery model also had to absorb organisational change and constrained specialist capacity across governance, analysis, QA, architecture and CRM ownership. The practical requirement was therefore broader than product ownership: establish the operating structure required to keep an international portfolio moving.
Multiple brands · shared acquisition capabilities
Brand-specific funnels depended on the same CRM, ERP, payment, e-signature and operational services.
Legacy systems · APIs · integration dependencies
Customer and status data had to remain synchronized across HubSpot, Miracle and external services.
Business · IT · operations · executives
Decision-making had to connect delivery teams with managers, stakeholders and executive leadership.
One portfolio. Multiple brands. One orchestrated acquisition ecosystem.
The operating model had to preserve local brand needs while controlling shared product, data, platform and delivery dependencies across France and the international programme.
Demand layer
Multi-brand acquisition platform
Execution layer
Formal Product role. Programme-level accountability.
The title was Programme Director. The actual mandate was to keep the international programme portfolio operational from business demand through technology delivery, PMO governance, LeSS Framework coordination, validation and production.
Product Ownership was the title — not the boundary of the role.
I held end-to-end operational delivery responsibility across the active multi-brand portfolio, coordinating approximately 50 contributors across business, product, technology and operations.
The scope included programme and portfolio coordination, data products, AI-enabled workflow automation, enterprise integrations, PMO governance, LeSS Framework, UAT and production readiness, while working directly with managers, stakeholders and executive directors. Over the broader portfolio horizon, 270 features were delivered across 3 years.
Operational delivery across active brands and international scope.
Cross-functional coordination rather than hierarchical line management.
Customer lifecycle data, CRM/ERP synchronization and workflow automation.
Priorities, dependencies, cadence, risks, status, UAT and Go/No-Go decision support.
Create the delivery system around the end-to-end journey.
The operating model connected executive priorities, portfolio decisions, product/data ownership, PMO governance, LeSS Framework execution, technology delivery and operational validation into one delivery cadence.
Value · priorities · arbitration
COMEX, executive directors, Sales, Marketing, Operations, Finance and international stakeholders define priorities, constraints and business outcomes.
Portfolio · roadmap · governance
Prioritisation, PMO governance, LeSS Framework execution, programme backlog, cross-brand dependencies, data products, decision tracking and delivery coordination.
Platforms · APIs · IA automation
WordPress, HubSpot, Miracle, Zapier, AI workflows, API integrations, Stripe, DocuSign, UX/UI and engineering implementation.
UAT E2E · Go/No-Go · production
End-to-end validation, business readiness, support, change requests, production progression and operational hand-off.
From prospect to enrolled student, one orchestrated digital journey.
The acquisition architecture connected customer-facing funnels with CRM, ERP, workflow automation, payment and e-signature, using APIs and synchronized status changes to complete the student journey.
Customer lifecycle
Application & integration architecture
Reconstructed portfolio architecture showing how customer-facing applications, enterprise systems, workflow automation, APIs and synchronized state transitions supported the end-to-end acquisition journey.
Sales funnels capture prospect and application data.
Lead lifecycle, qualification and commercial follow-up.
Customer / enrolment record and operational processing.
Checkout from the applicant's personal space validates payment.
ERP-triggered enrolment agreement and signed-status callback.
Automates selected lead and process interactions across the acquisition journey.
CRM and ERP records remain aligned as payment and signature states progress.
Commercial, payment and enrolment states advance through controlled hand-offs.
Core customer and application data remains synchronized across operational systems.
Key completion events trigger the next controlled step in the student journey.
Data architecture and ELT integration were part of the portfolio scope.
The programme also covered data products and reporting enablement, with a recommended architecture built around Azure data services, Databricks, a governed data lake, semantic consumption and reporting-ready ELT flows.
Structure. Orchestrate.Scale & govern.
The contribution was not more administration. It was building the operating mechanisms required to make a complex multi-brand portfolio executable.
Build the Agile PMO.
Create visibility across priorities, roadmaps, risks, dependencies, UAT and decisions through a PMO Governance + LeSS Framework so business and technology teams could work from one programme view.
PMO Governance · LeSS Framework · Delivery cadenceConnect product, data & systems.
Coordinate CRM/ERP data, APIs, AI-enabled workflows, payments, e-signature and operational status progression around one end-to-end acquisition journey.
Data products · APIs · AutomationRun the portfolio against value.
Coordinate ~50 collaborators across France and Spain, scale active brands, and challenge continuation where the business case did not justify forecast benefits.
International portfolio · Value disciplineDelivery also means knowing when not to proceed.
A programme portfolio is governed by value, not by activity. Active delivery and investment discipline were therefore part of the same accountability.
France & Spain
Multi-brand acquisition initiatives moved through product delivery, integration, UAT, business readiness and operational execution under the common programme model.
ACE UK
The UK initiative did not move into the active delivery portfolio when the business justification and forecast benefits were insufficient to support continued investment.
Governance translated into visible delivery evidence.
The case is supported by an extensive programme corpus rather than retrospective narrative alone. Public presentation remains abstracted to protect commercially sensitive information.
Weekly · Monthly · Quarterly programme reporting
Status, risks, milestones, dependencies, team availability and next-step tracking across the France, Spain and UK programme work.
PPM & CODIR arbitration
Portfolio views and executive arbitration material connecting programme priorities, resource constraints and delivery decisions.
UAT & Go / No-Go
End-to-end validation and production-readiness decision points across multiple sales-funnel initiatives.
CRM, data, AI & platform artefacts
HubSpot programme material, portfolio backlogs, data architecture, data integration design and shared-system dependencies across the operating ecosystem.
From fragmented delivery to an orchestrated acquisition ecosystem.
The strongest outcome is the operating capability created across product, data, technology and governance, evidenced by scaled delivery, coordinated teams and a durable execution framework, not an unsupported claim of individual causality over commercial performance.
Delivered over 3 years across the international multi-brand programme portfolio.
Coordinated across business, product, technology and operations.
Structured portfolio cadence, cross-team dependency management and delivery governance.
Operational delivery across active markets, with UK assessed separately under portfolio discipline.
Multi-brand delivery
A common model for active brands across France and international scope.
Integrated lifecycle
Prospect acquisition through CRM/ERP, payment, agreement and enrolment.
Workflow orchestration
Low-code/no-code and AI-enabled workflows supporting cross-application execution.
State synchronization
Customer and process status aligned across CRM, ERP and connected services.
Portfolio discipline
Priorities, risks, UAT, Go/No-Go and value-based continuation decisions.
Product was the entry point. End-to-end execution was the mandate.
ACE Education demonstrates the ability to coordinate a complex international programme portfolio where commercial journeys, enterprise systems, data flows, automation and executive governance must work as one operating system.
DOCAPOSTE — Data Hub & AI Services Industrialisation
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