We took over Sanicare's Shopware operation from the previous supplier mid-crisis: parallel micro-projects running out of time, a major Shopware update stuck in coordination, tech debt accumulating faster than the team could pay it down. We treated it as a delivery problem first. One managed team, one framework, one cadence. The shop stabilised, the backlog moved, the update shipped — and the partnership has run as an ongoing contract since.
When we walked in, Sanicare had a shop, a supplier, and a pile of parallel micro-projects — none of them finishing. A major Shopware update had been stuck for months in coordination and delivery. Tech debt was accumulating faster than features were shipping.
It wasn't a missing-platform problem. Shopware 6 was fine. It wasn't a missing-people problem either — the Sanicare marketing team knew what they wanted. The gap was in delivery: the cadence, the prioritisation, the ownership of the integration landscape that sat behind the shop.
Sanicare asked us to take over the whole operation from the existing supplier — end to end, holistically — and bring a delivery framework that could unblock the Shopware update, stabilise the tech debt, and run the shop as a product, not a series of side projects.
The ask we accepted: take over, stabilise, ship. Reorganise the collaboration model as delivery-driven. Put fast prioritisation and sprint-based delivery in place. Treat the Shopware estate as one product with one cadence, not a portfolio of micro-projects.
prodct took over the operation from the existing supplier — not in pieces, not as a pilot. Holistic end-to-end, with the delivery framework and quality gates in place on day one. The existing backlog, integrations and running changes were inventoried and triaged, not inherited wholesale.
We reshaped how Sanicare marketing and the prodct delivery team worked together: one weekly prioritisation loop, one sprint cadence, one board showing what ships and what doesn't. No steering committee theatre. Decisions close to the work.
The backlog stopped being a wishlist. We introduced a tight prioritisation model — every sprint opened with the next ten candidates, scored against marketing impact and tech cost. Developers got a clean brief; marketing got a forecastable release line.
Since the stabilisation, Sanicare runs on a long-term managed delivery contract with prodct. Same team, same cadence, steadily paying down tech debt while shipping marketing-led features on top. It stopped being a rescue; it became the normal operating model.
The visible layer is what Sanicare's customers see: the Shopware storefront, personalisation via Dynamic Yield, on-site search through FactFinder, lifecycle emails from Brevo. The decisive layer is underneath it: a Shopware platform that can absorb a sprint of work without breaking, integrations that are managed rather than merely connected, and a release pipeline the marketing team can rely on.
Every one of those pieces is owned by prodct operationally — and owned by Sanicare commercially. No black boxes, no proprietary layers, no reason the contract couldn't transfer out tomorrow. That's exactly what keeps it in place.
prodct is our first choice partner for technology and e-commerce execution, helping us efficiently develop and execute our technology and integration landscape.
There isn't a handover date. Sanicare continues on a long-term managed delivery contract — prodct is the primary technology & e-commerce execution partner, embedded with the Sanicare marketing team.
30 minutes with the partner leading [CX]. We'll tell you within the call whether a managed-delivery takeover fits your situation.