*The content in this article isn’t confidential and can be shared

Problem/Goal

At Q3/2020, I was the Product Manager of two squads at Olist. Being in a high growth company, you sometimes need to perform many different activities and lead more than one product team. One of them was Mobile, and among the different KPIs we had for this quarter, we needed to increase our app-store rating while getting more reviews.

The goal was to be better positioned in the Google Play and App Store to help in a future plan to acquire new sellers and collect feedback to understand how…


*The content in this article isn’t confidential and can be shared

Problem/Goal

In March 2019, Olist’s head of product invited me to help in the Mobile vertical. I left Catalog and joined this new team to help Olist be a mobile-first company.

Our app was already working, but it was more proof of concept than a real product. Many functionalities we had in the web weren’t in the app, which was one of the main reasons our sellers didn’t use the application. Engagement and acquisition were low and flat.

Besides that, there wasn’t a clear backlog, roadmap, and neither a team…


*The content in this article isn’t confidential and can be shared

Problem/Goal

In January/2019, I was the product manager at Olist responsible for the catalog. Having more products in the catalog would help Olist increases its sales by publishing more products in the marketplaces such as MercadoLivre, B2W, Amazon, among others.

Olist’s leaders were also pushing different squads to develop solutions to grow GMV (one of the leading financial metrics in e-commerce businesses). So, they gave to the Catalog team 30 days to identify problems, design, develop, and release a solution.

At that time, there wasn’t any bulk product registration process…


*The content in this article isn’t confidential and can be shared

Problem/Goal

Before I became product manager of the Partners team, Olist outsourced a new integration. This new integration with Tray Commerce was important because they were a big player in the market, part of Olist’s users desired it deeply, and some sales weren’t closing due to the lack of integration.

However, it was built without following Olist's technical standards and this generated many problems. The integration outsourced had many bugs and was implemented without having the user journey taken into consideration as well.

At that time, I was Mobile’s PM…


*The content in this article isn’t confidential and can be shared

Problem/Goal

Being the product manager responsible for Olist’s catalog, I knew GMV was one of the leading financial metrics we had as a company.
The equation was simple: More products registered by sellers, following the publishing rate, would translate into more offers in the marketplaces, and chances to new sales would grow.

At that time, for any offer sellers were willing to sell, Olist required the barcode (GTIN). Because there were sellers in the user base that didn’t have this product identification, I knew some of them couldn’t register the…


*The content in this article isn’t confidential and can be shared

Problem/Goal

In October 2019, I was the product manager of Olist’s mobile app and also the PM of the Partners team. I was dividing my time between these two squads and the Partners team was responsible for the integrations with third-party solutions like ERPs, e-commerce builders, and hubs.

Olist had 8 solutions integrated in 2019, and there weren’t any transparent flow that new companies should take to integrate APIs. …

Renato Rotsztejn

Ex-Catalog, Partners, and Mobile Product Manager at Olist

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