A good example of this is the project for EE Accommodations.
First, there was Homee
Homee started as a custom-built solution for EE Accommodations. A platform where accommodations, processes, and related administration were managed in a smart way. Everything tailored to their way of working. Software that followed their process, not the other way around.
Then came Kafra and Logejo
Later, Kafra and Logejo joined as well. Homee was no longer just for EE Accommodations, but had to work for these companies too.
The step from custom-built software to a SaaS platform wasn’t even the biggest challenge from a technical perspective.
The real challenge?
- Three companies.
- Three ways of working.
- Three sets of requirements.
- And one product.
Every new request means development capacity. And therefore time, money, and focus.
This is where stakeholder management becomes the core of my role as a product owner.
You constantly have to weigh:
- Is this a generic improvement to the product?
- Or is it actually custom work?
- Does this make the platform stronger?
- Or are we building something that only adds value for one party?
And that’s exactly why stakeholder management is such a big part of my job.
Keeping Everyone Happy
The parties themselves are also still figuring things out, which makes this journey especially interesting. As a product owner, you play a crucial role in that process. Searching for the best solution. Making the right proposals. Making smart decisions. And always keeping one key question in mind: is everybody happy?
What This Says About Good Product Ownership
Many people see a product owner as someone who manages tickets. But the real value of a product owner lies in setting priorities based on customer needs and business value, and in working closely with the development team.
In reality, you are:
- The translator from product vision to a concrete product backlog.
- The guardian of focus.
- The protector of the product.
- And above all: the manager of expectations.
Stakeholder management is not a side task. It is a core part of the role. Especially when one product needs to serve multiple organizations.
The example of EE Accommodations, Kafra, and Logejo makes that very clear. The technical transition from custom-built software to SaaS was important. But the real challenge was aligning different interests, requirements, and ways of working.
