Silviu Dan Tanasie

Developed and pitched the 5-year product strategy to management based on several months of market research and analysis of the company's revenue and sales performance.

The product strategy is built on three core products, enabling the company to offer end-to-end security as a service and later expand its offering into business intelligence. The long-term plan is to provide business insights by applying computer vision functionalities to the client's security infrastructure to generate business intelligence data and predict future events and behaviors. Through this strategy, the company grows outside the security field, where clients want "regulatory compliance with minimal costs" into an "innovative business intelligence" field. As an additional challenge, the product design and architecture must accommodate SaaS and on-premise deployments with no internet access.

After one year of accelerated development, the first product of the new strategy reached the MVP stage, and the first POCs began with major national banks.

Overall, the market feedback is incredibly positive. If the company raises funds to complete the product suite, it will likely become a unicorn.

Every 24 hours, Noteb collects data from over 15 different retailer websites in the US, indexes it with incredible accuracy and granularity, and creates a market snapshot in which each product listing has a unique ranking score. Moreover, the data model at the project's core is so well designed that it has remained unchanged for the past five years despite numerous new laptop models and technologies.

Based on this market snapshot, the search engine quickly recommends laptops from multiple producers, giving users the best options for their needs. The website offers compatibility guidance to search and customize laptop models for users looking to build their notebook configuration. Users can also compare up to four different laptops and choose based on a complex rating system that evaluates each laptop's characteristics against other laptops on the market, including battery life, weight, processing power, storage size, and building materials.

The product's revenue is generated through affiliate sales and B2B deals on market data.

The company had a €4 million turnover and no ERP, but as the company grew, management no longer had visibility over the company's internal processes, individual product profitability, and employee performance. The ERP implementation took almost one year. It was particularly challenging since the company had three business lines, production, retail, and distribution, along with the 24/7 production lines, and faced significant resistance to change from its employees.

The biggest challenge was getting the company's employees to work with the ERP, as many departments used pen and paper reports. Only several employees used Excel, while some did not even know how to use a PC.

The second challenge was ensuring business continuity during the implementation, considering that the company's operations and production lines work 24/7, and any downtime generates high costs and delayed deliveries.

The final goal of the ERP was to post-calculate the total cost associated with every product made by the company.