Liquid-applied roofing membranes had 62% of the market in North America and 7% in Europe. In Europe, 94% of the market was held by membrane manufacturers through their channels and certification bodies. Dow sold binders to formulators, several steps away from whoever decides to renovate a roof.
Where the opening was
Roofs got renovated after they leaked. By then, 60% of them needed tear-off and new insulation, about €40 per square metre before any waterproofing.
Warehouses were the exception worth chasing. Europe had 345 million square metres of them, many owned by large, financially driven companies (logistics leaders, REITs, private equity) that standardize across their portfolios once the numbers work. One percent of a single global player's buildings meant about 400 tonnes of binder.
The decision
Stop pushing product down the chain and go to the owner. The platform let building owners plan renovations before leaks, with prevention tools, qualified contractors, premium products and insurance discounts in one place, and Dow in the middle.
I ran it with jobs-to-be-done and the business model canvas, starting from what each group was trying to get done: owners, contractors, insurers and engineers.
The work
I did most of the jobs: market analysis, the business model, business development up to partner CEOs, product owner for the first version, and UX decisions with the Scrum team. It was about 40% of my role. The rest was product marketing for roofing and walls across EMEA.
What happened
The platform was built. A strategic partnership was signed with the partner's CEO. More than 100 qualified contractors were in the pool, about ten building owners were ready to renovate, and business cases were open with global logistics companies. Then a restructuring and a change of leadership stopped the launch before go-live. The concept spread across the organization and fed later digital initiatives.
What I would do differently
I had the strategy, the product and the partners. I underestimated the internal politics, and it cost the launch. It's why I have treated change management as part of the product ever since.
It was also the most enjoyable thing I have built.