Stéphane Brito

Lancement produit d'une application de facturation pour infirmiers libéraux, en alternative aux logiciels historiques jugés trop lourds par la profession. Passage de 0 à 30 clients payants et de 0 à 3 000+ factures émises en quelques semaines, validant le product-market fit. Discovery approfondie auprès des infirmiers libéraux pour cartographier leur quotidien et prioriser un MVP aligné sur leurs vrais besoins de facturation. Maîtrise des enjeux réglementaires autour de la facturation des actes (cotation NGAP, paiement sécurisé) pour éliminer le risque d'indus — point de blocage majeur des solutions concurrentes. Pilotage de l'intégration API Orisha (tiers payant, partenaire complexe à intégrer) : suivi technique, négociation des accès, résolution des incidents bloquants. Mise en place de l'IA dans le workflow produit (Cursor, prompts structurés pour specs et doc) pour accélérer les cycles de delivery. Pilotage de war rooms sur les incidents de facturation, en coordination directe avec le service client et les devs, pour garantir la conformité en production.

Plateforme SaaS de gestion des dossiers de rénovation énergétique (primes CEE, MaPrimeRénov'). Pilotage produit dans un contexte de forte croissance et d'enjeu réglementaire. Doublement du volume de dossiers traités (2 000 → 4 000 par an) et +50% de clients sur la période, via une roadmap pilotée discovery et data. Management transverse d'une dizaine de personnes : équipes développeurs, QA et support, en montée en compétence sur les enjeux produit et réglementaires. Conception et déploiement d'un assistant IA de pré-conformité (Mistral, après validation initiale sur ChatGPT) qui détecte automatiquement les documents non conformes à l'upload et guide les professionnels partenaires dans la correction avant transmission. Choix de Mistral motivé par la souveraineté française sur des données soumises à la réglementation des primes d'énergie. Impact business de l'IA : réduction significative du temps de traitement des équipes de production internes, et montée en compétence des artisans partenaires sur les exigences réglementaires. Refonte du process support en collaboration avec le service client : passage de 40% à 100% de bugs résolus. Animation de la product discovery (entretiens utilisateurs, prototypes Figma, ateliers feedback) pour piloter une roadmap par cycles de 3 à 6 mois alignée stratégie et besoins terrain. Stack data : KPIs définis et suivis sur Mixpanel pour identifier les personas, prioriser les itérations et mesurer l'impact des features.

Team of 10 developers: Back-end, Front-end web, and Mobile. Working in an Agile methodology with 2-week sprints, including Agile rituals such as sprint planning, poker planning, sprint review, and retrospectives with the developers. Coordination between Data Engineer, Data Scientist, and product development teams. Creation of a mobile application from scratch, designing Customer Journeys using Miro. Business needs analysis for both B2B and B2C segments. Defining the roadmap and managing the backlog using the RICE method, with JIRA as the tool. Writing user stories with acceptance criteria using the Gherkin method. Creating mockups and wireframes on Figma. Participation in and monitoring of functional testing. Conducting discovery sessions with clients and user testing with prototypes on Figma. Delivery with the development team to release at the end of each sprint. Implementing Mixpanel for analytics in our applications.

The Team from Juggle called me to implement process and prioritize the important features with our main client "La Croix Rouge" . We rebuilt the SAAS product to make sure it would not impact our clients and it responds to the market. I implemented the SCRUMBAN process and did all the prioritization with the direction and the client. When we were sure about the main features to implement, I did the epic User stories and cut it in little features. We didn't have a designer when I began with the team so I made the mockups on Figma for the team. I wanted to be sure to do some Discovery features with the clients to confirm the features. After that we worked together to make the best Delivery, we implemented the features at the end of each sprint, which is 2 weeks long. We had 2 environments which let me test everything about the feature and to make some feedbacks about the bugs before we update the product. The CEO let me hiring designers to help me with the product and we built the Design system together, I could help now with all the work on Figma. This mission was really ethical and It was a pleasure to help the healthcare profesionnals in the neurodevelopment. With the team we did a fund raising of 1.7 millions euros and the job is done. Now they have a product culture.

I was in charge of the E-commerce website on the Marketing Side (not shooping funnel) We have a lot dependencies in Disneyland Paris then we are working in SAFE methodology. Organized in 2 months and half for the PI with the objectives given by the direction. The challenges : - Communicate with all teams around Disney (legal, marketing, content, developers, designers, QA, integrators, data, shopping funnel...) - Manage all the markets we had 8 markets on the website - Grooming with the developers when the UX part was done - Think about the KPIs with the data team to iterate in the next PI if needed - Implement AB tests for difficult features - Manage the Backlog The important features I have implemented on the Website : - The leadprice for the hotels + tickets - The parallax - The new Gallery (You can check on the Hotel New York Art of Marvel page) - Zendesk - One big project which is confidential yet

I was in charge of creating the new platform for Patients and Health professionals. We have created from scratch 2 mobile Apps (Android and iOS) and 2 desktop platforms. We had developers teams in Russia, in Mauritius Island and France (20 developers). The challenges : - Create all the agile processes for the teams - Manage a Product Owner in Russia for the remotes team - Create all the backlog for the new platforms and Write all the US - Doing all the tests for the features - Take the needs of the users and iterate the products - Release the products with the deadlines given - Communicate with all the teams sales, developers, designers and the direction

I am in charge of the e-commerce product : - Manage a team of developers to build the website of Ledger in the Scrum/Kanban environment - Take the feedback of the users to improve the website - Working with different partners all around the world cause there are a lot applications on the website - Need to justify the features which could provide better conversion or bring back traffic etc (benchmark or business plan) - Make all the tests of the features - Make good specifications and understand all the pain points - Work with the infrastructure team, backoffice team (backoffice ledger for logistic), marketing team, design team, sales team and support team. - Communicate with all the teams and be agile as possible The product is actually on two instances Wordpress and Shopify.