SaaS Growth Consulting

Experience across the customer journey

At CloudSpot, I combined channel data, onboarding surveys, and product behavior to understand what drove upgrades and where users got stuck. I rebuilt acquisition work and partnered with Product and Engineering on signup, onboarding, pricing, and upgrade flows.

That experience informs how I approach a focused project: examine the surrounding journey, identify the changes relevant to the goal, and involve the people needed to implement them.

Explore my growth expertise · See examples of my work

Projects built around a specific opportunity

You may know what needs attention: launching a channel, bringing paid acquisition in-house, or improving a signup flow. You may also need help understanding why a change in signups is not translating into paying customers.

The starting point is the decision or improvement you need to make. We can shape the work around that question and the resources available to implement it.

Assess or develop an acquisition channel

Review channel performance and the customers it brings in, identify an opportunity, and develop the campaigns, messaging, and landing pages needed to test it. The project can include hands-on implementation and an assessment of what to continue or change.

We would judge progress using the relevant customer and revenue outcomes alongside campaign measures.

Improve website and signup conversion

Examine how clearly the website communicates the product's value and where prospective customers encounter friction. Work can include customer research, landing-page and message testing, and improvements to signup flows.

The scope should identify which pages or steps we are addressing and how we will assess the quality of the signups that follow.

Strengthen activation and paid upgrades

Investigate how new users reach a useful outcome and what leads them toward a paid plan. Depending on the findings, work can include onboarding, lifecycle messaging, pricing and offer presentation, contextual upgrade prompts, or purchase flows.

I partner with Product and Engineering where changes involve the product experience. The project plan needs to reflect those responsibilities and dependencies.

Establish growth priorities

Review the current program and develop a focused plan around the most promising opportunities. The work can examine acquisition sources, customer behavior, the path to paid, and the team's existing activities.

The plan should leave your team with clear recommendations, a reason for their order, and measures for evaluating the work.

How we define and deliver the work

We start with what you want to achieve, what you are seeing, and what you have already tried. I review the information relevant to the question and work with you to decide what the engagement should cover.

Before implementation, we agree on:

• The outcome and the work included in the project.
• The baseline and measures we will use to assess progress.
• Who makes decisions and who implements changes.
• The access, resources, and dependencies needed to deliver the work.
• How findings and responsibility for subsequent work will be handed over.

I can contribute directly to execution and coordinate work with your specialists or agencies. We review what changed, what the results suggest, and what your team should do next.

When you need an ongoing growth leader

A focused project suits a defined opportunity with an agreed scope. If you need someone to keep setting priorities, guide investment, develop the team, and coordinate execution across the growth program, fractional growth leadership may be more useful.

Discuss your project

Tell me what you want to achieve, what is happening today, and where you could use support. We can work out whether a focused engagement would help and what it should cover.

Start a conversation