Product Strategy Consulting
Product strategy consulting sets where the product plays and how it wins, then turns that into a prioritization your team can run. It is the answer when the roadmap is a list of customer requests and every quarter re-opens the same argument. One question, defined in writing, answered in a scoped day. Measured on activation, retention and ARR.
This engagement fits a funded B2B SaaS company between $2M and $15M ARR that ships every sprint without compounding, where the roadmap is a queue of requests rather than a set of choices. If three of the four lines below describe your quarter, the fit is strong.
Stage
Series A or B, with a product team in place and no product executive above them.
Revenue
$2M to $15M ARR, and growth is coming from sales effort rather than from the product.
Symptom
You cannot say in one sentence who you serve and what you win on, and the strategy changes with every deal.
Decision
You are about to commit a year of engineering capacity and are not certain the direction is right.
Not for you if you are pre product-market fit, you want a strategy deck rather than a working operating model, or you need someone to run delivery tickets instead of setting direction.
Strategy work should show up in strategy metrics, not in a deck. The figure below is from a fractional engagement where the roadmap moved from reactive to strategy-led, and the revenue followed.
$30M ARR Martech SaaS, a fractional engagement. Over the same period R&D waste fell 30% and net revenue retention rose from 102% to 112%. This is the figure strategy is actually measured by: what share of shipped work touched the thing you said mattered. You can run that count on your own last quarter this afternoon. Bring the number to the call. Whatever it is, it becomes the number we set the target against.
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Sivan Kadosh · Fractional CPO. 18+ years leading product, in CPO and CEO roles, across B2B SaaS, TravelTech, real-estate tech and fintech. You work with me, not a bench.
Read all 18 recommendations →Product strategy sets the direction the organization builds toward: who you serve, what you win on, and why. Strategy is the why, the product vision is the destination, and the roadmap is the when. What makes a strategy real is not how it is phrased. It is the list of things you stopped doing because of it.
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| This engagement | A strategy deck | |
|---|---|---|
| What comes out of it | A decision, and the list of what we stopped | A document to interpret |
| How you know it worked | A decision that holds after I leave | Everyone agreed in the meeting |
| Typical cost | One published day rate, on the pricing page | A fixed fee, then you are alone |
| Commitment | The scope, then monthly if the direction needs holding | One delivery date |
| Best for | Teams that need the direction held, not just written | Teams that already run product well |
A strategy that lives in a deck is not a strategy, it is an opinion with formatting. In a scoped day we work from your real inputs, the roadmap, the numbers, the customer evidence, and leave with a decision your team can execute. And a good strategy will annoy somebody at your company, because it says who you are willing to disappoint.
If the gap is execution rather than direction, read about the fractional CPO engagement instead. When the strategy question is really a pricing question, read what a monetization product manager does.
A day is one working day of my time on one direction question, named in writing before it is booked, together with the metric the decision is meant to move. A direction question has a binary answer or a choice between two or three: which segment we build for this year, whether we go to a platform or stay a point solution, whether the large customer is the ICP or an expensive exception.
How a scoped day runs:
If you need someone holding the direction when the next big deal tries to change it, that is the embedded option at 25 hours a month, priced on the pricing page. Strategy breaks in the second quarter, not the first.
Adjacent engagements: product management consulting, fractional CPO and localization strategy for SaaS.
The price is published on the pricing page: a scoped day, no minimum, or the seat at 25 hours a month. What each contains and how the numbers compare with the market is there too.
01
Thirty minutes on the direction question. You leave knowing whether it is one question or three, whether or not we work together.
02
What exactly we settle, and what stays out of scope. Most strategy engagements blow up because nobody defined what was not being discussed.
03
I run the stakeholder interviews, read the data and take the customer calls myself, inside the day. At the end: the decision, what was rejected, what we stop, and who on your side owns the number it is meant to move.
The three rows below are a chain: alignment first, then retention, then less waste. Each followed the one before it across several quarters.
Sivan is an excellent product manager, product leader and team member. He cares passionately about delighting customers... I would recommend him 10/10 to any company - you will be lucky to have him.
As part of his role as VP Product, he identified creative ideas, developed sharp strategies and built the road map while focusing on customer experience and business needs.
Nothing was added without a clear scope of development... and a clear way to measure the success or failure of this feature.
Leading by example, empowering, mentoring, and growing his product teams, he created great product culture and set us Product Managers up for success.
Bring the strategy question your roadmap keeps deferring. Thirty minutes, no pitch.
18+ years leading product, in CPO and CEO roles, across B2B SaaS, TravelTech, real-estate tech and fintech. Two of my recent clients hired me in this exact seat. At TouchStay, a TravelTech SaaS, I held the fractional CPO seat from 2024 to May 2026: trial-to-paid went from 35% to 49%, and mobile trial-to-paid from 8% to 30%. At Metapraxis, a financial analytics SaaS, I held it from October 2022 to July 2023: planning and spec cycle time fell 60%, and the CTO's review is below.
About Sivan →