Initially planned for one year, the project was already 2.5 years late, facing a €150K budget overrun on top of an initial €90K budget. The previous team claimed only 70% of the planned scope could be delivered. Meanwhile, delays were costing the company an estimated €10K per month, and with a new residence opening in less than a year, failure to launch would have meant severe financial and reputational risks. Added to this were low digital maturity, heavy operational debt, legal constraints, and strong pressure from the parent group Action Logement.

I acted as both Product Manager and Designer, responsible for: Assessing the existing work and reframing the entire project scope. Redefining the MVP functional perimeter to ensure feasibility and business impact. Redesigning the complete UX and UI. Organizing an open innovation RFP Producing wireframes, functional diagrams, and responsive Figma prototypes for developers. Managing the development, QA, and iteration process, in direct communication with IN’LI SO C-levels

I created a unified digital platform for INLI SO Mobilité that streamlined operational processes, ensured legal compliance, and provided a smooth experience for three user groups: B2C mobile professionals, B2C standard tenants, and B2B companies managing seasonal housing needs. By reframing the project and leveraging open innovation, we managed to deliver 100% of identified needs while reducing technical risk, increasing adoption, and staying within the revised timeline.

I began with a full assessment of the existing scope, cutting non-essential features and redefining a strong MVP that could be delivered within the constraints. From there, I redesigned all UX flows and the UI to ensure clarity, responsiveness, and efficiency. To accelerate delivery, I launched an open innovation RFP and selected a proven startup whose existing solution covered half of the needs and could be adapted to the rest, saving both time and cost. Throughout the process, I worked in close collaboration with leadership, operational teams, and developers to ensure alignment. Finally, I managed the project end-to-end, from design to development follow-up, QA, and continuous improvements during rollout.

After launch, INLI SO Mobilité increased bookings 15-fold, while maintaining cancellations below 15% and achieving over 95% occupancy in the last six months. Commercial, operational, and accounting teams quickly adopted the tool with strong satisfaction, as it greatly simplified their daily work.

The next phase of the project is currently under discussion. It would focus on deepening the sales funnel to improve conversion performance, solving a few operational pain points identified since launch, and adding new features requested by B2B clients.

Reframing projects late in the game requires sharp prioritization and clear communication. Open innovation can unlock solutions that internal teams had considered impossible. Close alignment with executives and operational teams ensures both adoption and satisfaction, while early focus on KPIs makes impact visible quickly.

”When Adrien joined, the project seemed unsolvable. He managed to reframe it, find the right technical partner, and deliver a platform that exceeded our expectations. Not only did we launch on time, but adoption across commercial, operational, and accounting teams was fast and smooth. The results are even better than forecasted, and both our leadership and our parent group are extremely satisfied." Christophe D.