Actionable Advice on Product & Revenue Strategy

for startups, SaaS & technology companies

Upgrade Your Product & Revenue Strategy

Can we improve what, when & how we charge for our product?

Could we grow the business by optimising our pricing structure?

Why are we confident that more customers will want to use & pay for our product?

What are our assumptions?

And what are our unstated assumptions?

How big is our addressable market?

Is that really our addressable market or a fantasy superset of prospects?

Who is going to use our product and who is going to pay for our product?

Are they the same people and what are their motivations?

To what extent are we solving our customers’ problems vs solving our own?

How much money do we think we’re going to make over the next 12 - 18 months? Really?

What’s our track record in projecting our own revenue?

What’s our go-to-market strategy?

Is it working? Why do we think it will work?

Which of our initiatives are driving revenue? Which are driving value?

Are we investing in initiatives which don’t (or won’t) deliver material revenue nor value?

If yes: why?

Are our sales and marketing colleagues incentivised properly?

Have we created any perverse incentives?

What are our dimensions of growth?

More revenue per customer? More customers? Higher Margins? Something else?

Which KPIs should we be targeting with product development?

Does our product roadmap actually target those KPIs, or are we just making our products ‘better’?

What’s the difference between what we tell investors/colleagues and the answers we tell ourselves?


Are we trying to do too many things at once? Have we lost focus?

Then, which initiatives should we suspend?

Revenue Strategy can be tricky to define.

But your company’s Revenue Strategy is probably contained in your answers to the annoying questions above.

A good Revenue Strategy is developed alongside a good Product Strategy: what should we build and why?

Product Strategy often gets buried by process.

Plenty of CEOs, CPOs and Product Managers would like to focus more on Product Strategy but their time gets swallowed by the necessities of process, operations and methodology. Sprint planning; hiring; 1-to-1s; cardwall management; progress updates etc: they’re all necessary and unavoidable.

Unfortunately, the result is that fundamental issues of Product Strategy (i.e. are we building the right things? Should we build something else?) get neglected because there are so many time sensitive requirements around process.

Real questions I've been asked recently
by CEOs

  • How should we structure & price the paywall on our ed-tech content while we also try to boost engagement from non-paying customers?
  • One of our product’s auxiliary features is getting far more engagement and enthusiasm from customers and prospects than our ‘core’ features. Should we refocus the company on that feature, and if so, how?
  • What’s wrong with the monetisation strategy on our mobile app? It’s not making any money!
  • We think the seats-based approach on our SaaS is leaving money on the table. How should we improve our pricing structure?
  • There’s a disconnect between our investors’ enthusiasm for upgrading the AI in our product and its perceived value to customers. What should we do?
  • How should we calculate & track LTV if we’re unable to accurately attribute revenue on a per-user basis?
  • Have we been tracking the wrong KPIs, and how should we improve data collection and reporting around KPIs?
  • How should we improve our processes and toolset to close more incoming leads?
  • Some of our prospective investors are worried that a theoretical chemistry breakthrough could hurt the value of our business. How should we answer their concerns?
  1. I work with senior management, employees and customers to answer hard-but-important questions about their business.

  2. I help companies ensure their product strategy & revenue strategy are aligned.

  3. I make actionable & structured recommendations which enable companies to improve their KPIs faster

Where I Can Help


“How can we improve our pricing structure in order to drive ARPU / customer acquisition / transaction volume?..."


"We need help to build better models & forecasts for revenue & KPIs"


"We want outside eyes to check & challenge the assumptions which underpin our current strategy"


“We’re trying to do too many things simultaneously, and could use some help in prioritising and focusing"


"We’ve got a great product but could use some advice on the best ways to monetise it"


"We're festooned with options, so could use some help in developing our product strategy & growth strategy"


"We want to reach product/market fit, and improve the way we approach building products which customers will actually use and pay for"


“We're launching a new product, and we can't figure out what to charge for it"


"We need to differentiate between core competencies and our other activities which suck resources without contributing sufficient revenue or value"

About Me

Robin Landy

I’ve been a Revenue Strategist; a Founder/CEO; a consultant to big corporates & small startups; an Information Architect (the wankiest job title in business?…) and an industrial chicken farmer. I’ve worked with a bunch of companies on revenue strategy, product strategy, monetisation, price optimisation, KPI modelling, ‘red team’ analysis, and opportunity analysis.

In 2009 I founded a company called InvisibleHand* where we developed & patented technology for algorithmically matching millions of SKUs across merchants around the world. We had a B2C browser extension which won a lot of shiny awards and got millions of downloads. And a B2B API, which didn’t win any awards, except that when we got acquired by Skimlinks in 2013, it was the world’s only source of accurate real-time price data. In fact, a top Amazon engineer told me they’d tried to reverse engineer InvisibleHand because it so was so much better than Amazon’s own internal tools. Happy days.

Directing Revenue Strategy at Skimlinks was super interesting. Firstly because Skimlinks is a fascinating place to work, with all kinds of opportunities for exposure to different revenue strategies, product strategies & business models.

Secondly, I got to speak to, learn about and work with a lot of different companies. I often found myself being asked to advise these companies on matters of revenue & product strategy – going well beyond the immediate concerns of their prospective partnerships with Skimlinks.

After leaving Skimlinks, I took a consulting CEO role at a SaaS startup which provides operations automation for manufacturers & distributors. There I designed & implemented a new pricing structure from scratch, including value metrics, feature stepping and margin optimisation. I defined the company’s customer acquisition strategy; led product strategy and closed five-figure ARR deals with new customers – including the company’s first customers in US.

I’ve since advised a bunch more companies on both sides of the Atlantic.

Before InvisibleHand, I was a consultant and Information Architect for 5 years.

I live in London with my wife and children.

*The product at is not powered by InvisibleHand IP.

Contact Me