Practice · Product Strategy
Your product has outgrown the way you sell it.
Customers use the product differently than when it was priced. A large free community converts poorly. Quality slips while the roadmap keeps promising more. Or an old product needs to be retired without losing the customers on it. Each of these is a product strategy problem, and each one shows up in revenue.
When to call
- The pricing metric no longer matches how customers get value.
- A large free or community base converts poorly to paid.
- Quality has slipped, and the roadmap keeps promising more.
- There's pricing upside to capture before an exit or the next round.
- An AI product's inference costs are squeezing gross margin.
- A product needs to be retired without losing its customers.
What the work covers
- Pricing and packaging. Choosing the metric, shaping the packages, and migrating new and renewing customers without losing them.
- Open-source and freemium monetization. What stays free, what customers pay for, and how the community converts.
- AI product pricing. Usage- and outcome-based models that keep gross margin intact.
- Roadmap discipline. Feature intake, quality targets, and the habit of saying no.
- Product lifecycle. Building new products from idea to first revenue, acquisition sourcing and diligence, launch, and planned sunsets with a customer transition path.
How an engagement runs
2 to 4 weeks
Diagnostic
Pricing and packaging, the free-to-paid funnel, and roadmap health. Ends with recommendations and a migration plan.
3 to 6 months
Embedded program
I lead a pricing change, a quality reset or a sunset until customers are on the new model.
Ongoing
Advisory
A standing seat for the CEO or CPO on pricing and roadmap calls.
Part- or full-time
Interim or fractional
I step in as your COO or VP Operations while you hire for the role.
From the work
- Grew an enterprise container management business 71% over three years.
- Introduced a new pricing metric: 68% of new deals in year one, 86% of the affected book migrated, lifting that book's ACV 44%.
- Called a nine-month feature freeze to rebuild quality: CSAT rose from 72 to above 90, and the team shipped 25% more features per quarter afterward.
- Raised free-to-paid conversion from 1.5% to 2.0% while the community kept growing.
- Sourced and ran diligence on an acquisition, then shipped the acquired product as SaaS on AWS Marketplace within 90 days of close.
Let's talk.
Tell me what's changed and where the plan feels stuck. The first conversation is free, takes about 45 minutes, and ends with a clear view of how I can help.