The challenge
An enterprise content-marketing company’s SaaS platform needed to be owned, sold and supported as a product across multiple regions.
What I did
As Global Head of Product, part of the senior leadership team and reporting to the CEO, I was responsible for the ownership, development, management and support of the platform.
- Go-to-market. I set the go-to-market and commercial strategy for the product.
- Roadmap. I owned a 12-month product roadmap and led the design and development teams delivering it.
- Localisation. I led product localisation for international markets.
- P&L. I held P&L responsibility across APAC, the US, the UK and Europe.
The outcome
Global revenue reached 330% of target. The company was later acquired by a listed group.
Why it matters for your business
Turning an internal tool or service capability into a product people pay for needs product, commercial and operating discipline at the same time. That combination is rare in one person, and it’s exactly the gap a fractional executive can fill.
