Selected work

The work behind the numbers.

Twenty-plus years across Product, Customer Success, Customer Experience, and Growth in B2B SaaS.

From product complexity to 67% better conversion

Situation

A PLG SaaS company had weak trial conversion and a long list of proposed fixes.

What the evidence showed

Customer interviews, activation drop-off data, and support patterns converged on one central issue: non-technical customers struggled to build successfully before they could experience meaningful value.

What changed

I proposed and drove an AI-guided product experience and rebuilt onboarding around validated customer use cases and intent.

Results

—AI-guided product adoption increased 3×

—Trial-to-paid conversion improved by 67%

From a broad customer motion to stronger NRR

Situation

A SaaS customer organization was operating reactively while market pressure increased retention risk.

What the evidence showed

The company was applying the same service motion too broadly rather than concentrating high-touch effort on customers with the strongest fit and expansion potential.

What changed

I rebuilt segmentation, engagement models, and customer plays around the journeys and economics of the highest-potential ICP segments.

Results

—NRR increased 30% in twelve months

—Expansion revenue grew 23% YoY

—NPS increased 15 points

—High-touch and scalable motions were separated

From customer research to a new enterprise product

Situation

A PLG video platform needed more durable expansion while managing volatility in a large self-serve customer base.

What the evidence showed

Jobs-to-be-Done research identified an emerging enterprise segment that wanted access to the company's hosting infrastructure without its full user interface.

What changed

I developed the product direction and demand case for a usage-based enterprise offering sold through multi-year agreements.

Results

—New enterprise product and revenue lane

—Larger, more efficient expansion opportunities

—23% YoY expansion revenue growth

—NPS of 54

From organizational gap to an approximately 80-person customer function

Situation

A no-code platform needed a standalone customer organization during its separation from Intuit.

What changed

I built and scaled onboarding, professional services, partner programs, education, Customer Success, and community.

Results

—Approximately 80-person customer organization

—NRR increased 20%

—NPS increased 15 points

—Community grew 88% YoY

From rising support cost to AI-first service

Situation

Product complexity and service demand were increasing cost-to-serve.

What changed

I built an AI-first support model and connected service intelligence back into product recommendations and decision-making.

Results

—90% deflection

—90% CSAT

—Lower cost-to-serve

—Support intelligence became an input to the product's AI layer

The numbers matter. The operating capability behind them matters more.

A first conversation is a practical working discussion, not a sales presentation.

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