Better revenue & product strategy

for SaaS, startups & technology companies

Upgrade Your Revenue & Product Strategy

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

How much can we grow the business by optimising our pricing?

Why are we confident we'll find product/market-fit?

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?

Anonymised examples of my projects

Cross-device / multi-platform SaaS for process automation & error elimination at manufacturers and distributers


  • Redesigned pricing structure from scratch, successfully implementing multi-tier SaaS pricing with value metrics and feature stepping; focused on ACV of >£12,000 per customer. 
  • Defined and executed new customer acquisition and channel strategy, including expansion into United States
  • Defined value proposition for new prospects by focusing on the ROI delivered by automation, operational streamlining and error elimination
  • Defined & implemented strategy for moving legacy customers from perpetual licenses to annually billed SaaS

Global EdTech SaaS & content provider


  • Identified the structural problems with the client’s legacy pricing structure. These were depressing gross revenue and new customer acquisition
  • Implemented customer development with the objective of segmenting potential customers by requirements, size, ability-to-pay and their perception of product value
  • Redesigned the pricing structure from scratch, with primary objectives of:
    • revenue growth
    • balancing wild variation in ability to pay
    • increasing conversion of free customers to paying customers
  • Using information collected from customer development interviews, I defined and then “productised & packaged” a new value proposition aimed at the wealthiest customers. Combining the client’s content back-catalogue, content creation SaaS, bespoke customer-specific content and training 

SaaS for streamlining maintenance administration on large industrial equipment such as power station turbines (pre-launch)


  • Defined revenue strategy & pricing. Focused on four distinct revenue streams:
    • annually recurring SaaS subscriptions
    • tender purchase fees
    • certification & promotion
    • training & support
  • Defined the go-to-market strategy for implementing a multi-sided marketplace SaaS for equipment maintenance

Online performance marketing optimisation SaaS


  • Initially focused on defining the pricing for a new SaaS from an established company, but then
  • …while analysing sample datasets and pre-launch customer development feedback, I identified fundamental problems with the product, the commercial model and the addressable market
  • I defined the problems as insoluble and recommended that development should stop at v1.0
  • Accurately forecasted the product would fail to achieve even worst-case-scenario internal revenue projections

Content monetisation service & SaaS


  • Executed data-driven analysis on a cohort of customers who were driving significantly more revenue than other comparable customers
  • Successfully identified the approach and tactics used by the high-value customers which differentiated them from peers.
  • Sales and Customer Success teams then used the findings to drive revenue amongst lower earning customer cohorts. 

Performance monitoring SaaS for online gaming


  • Project to identify whether the failure to achieve product/market-fit was caused by execution issues or more fundamental problems with the proposition.
  • Implemented customer development with prospective customers & industry experts to better understand problems & requirements
  • Provided a detailed, unambiguous and actionable explanation of what had gone wrong, accompanied by specific recommendations for next steps

Problems on which I’ve worked

  • “We’re launching this new product. How should we price it?”

  • “We’ve got a range of products & services, but need to figure out how to prioritise them so as to accomplish specific objectives and improve these KPIs”
  • “We’ve got users, but we’re not monetising them effectively. What should we do now?”
  • “How should we ‘productise & package’ this combination of tools, content & training into a value proposition which customers want to use and pay for?
  • “We’re trying to do too many things, but aren’t sure how & what to cut”
  • “We know we’ve messed up our pricing. How do we fix it?
  •  “Our customers vary considerably in their ability to pay. How do we amend our pricing and value proposition to deal with this?”
  • “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?”

  1. I do a lot of work on pricing and monetisation
  2. A running theme in my projects is ensuring that companies have their revenue strategy and their product strategy properly aligned
  3. I make actionable and detailed recommendations, supported by data, customer development and analysis
  4. Some clients ask me to work with them operationally in order to implement specific recommendations, and to extend my work beyond the initial remit of pricing & monetisation
  5. Some clients initially work with me to properly define and prioritise their problems
  6. Some clients already have their objectives well defined, so we focus on determining the solutions

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


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


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


"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. 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 is not powered by InvisibleHand IP.

Contact Me