Could we grow the business by optimising our pricing structure?
And what are our unstated assumptions?
Is that really our addressable market or a fantasy superset of prospects?
Are they the same people and what are their motivations?
What’s our track record in projecting our own revenue?
Is it working? Why do we think it will work?
If yes: why?
Have we created any perverse incentives?
More revenue per customer? More customers? Higher Margins? Something else?
Does our product roadmap actually target those KPIs, or are we just making our products ‘better’?
Then, which initiatives should we suspend?
“We’re launching this new product. How should we price it?”
“We’re thinking about acquiring a company. Realistically, how much incremental revenue will it deliver post-acquisition?”
“A few of our customers are responsible for a disproportionate percentage of our revenue. How are those customers different from the others, and how do we grow average revenue from the ‘long tail’”?
“How do we turn an existing ad-hoc de-centralised multi-sided marketplace into one which runs through our SaaS?”
“How do we transition from a perpetual license model to annually recurring revenue SaaS, and how can we further monetise the customers who already purchased perpetual licenses?”
“How should we structure & price the paywall on our ed-tech content while we also try to boost engagement from non-paying customers?”
“How should we calculate & track LTV if we’re unable to accurately attribute revenue on a per-user basis?”
Cross-device / multi-platform SaaS for process automation & error elimination at manufacturers and distributers
Global EdTech SaaS
SaaS for streamlining maintenance administration on large industrial equipment such as power station turbines (pre-launch)
Online marketing optimisation SaaS
Content monetisation service & SaaS
“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"
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. And before that, I received my MSc in Human Computer Interaction from University College London.
I live in London with my wife and children.
*The product at getinvisiblehand.com is not powered by InvisibleHand IP.