Product Launch Consultant
A product launch consultant decides who the release is for, what it replaces, how it is packaged, and in what order the market hears about it. It is the answer when the build is nearly done and none of those four has an owner. The decisions are settled before the date, in a scoped day. Measured on day-one adoption.
This engagement fits a funded B2B SaaS company between $2M and $15M ARR with a release built and a launch that has no owner. If three of the four lines below describe your quarter, the fit is strong.
Stage
Series A or B, with a release eight to twelve weeks from its intended launch date.
Revenue
$2M to $15M ARR, where a flat launch costs a quarter of expected expansion revenue.
Symptom
The build is nearly done and nobody can say who it is for, what it replaces, or why anyone switches.
Decision
You are about to launch on a date chosen by engineering rather than by the market.
Not for you if you want an agency to run campaigns, you need paid media execution, you are launching something the market has not asked for, or this is a small feature going to your existing base. Not every release needs a launch. If the answer to what happens if we do nothing is nothing, you just saved a day's fee.
A launch is measured on whether anyone started using the thing, not on whether something shipped. The figures below are from a real zero to one, including the work that came before it.
LIVV Technologies, 2020 to 2023, real-estate tech. Landing page conversion rose 35% and bounce fell 25%. This comes from my CPO tenure there. The fifty interviews are what produced those two numbers: they are what told us which headline was worth testing at all. That is where a launch day starts, in buyer language rather than in a copy draft.
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 →A product launch consultant is the architect of the launch rather than its publicist. The role decides which segment the release is for, what it displaces, how it is priced and packaged, and in what order the market hears about it. Execution stays with your team. The decisions and the accountability for them sit with me. There are four kinds of launch and none of them resembles the others: a feature for the existing base, a new product into a new market, a move to a platform, and a repositioning. The first question on the call is which one this is, because the price, the timeline and the risk are different in each.
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| This engagement | An agency | |
|---|---|---|
| Decides | Who it is for, what it replaces, and how it is packaged | How it gets talked about |
| Arrives | 8 to 12 weeks before the date | After the decisions have already been made |
| Typical cost | One published day rate, on the pricing page | Retainer plus media budget |
| Measured on | Day-one adoption and expansion revenue the quarter after | Impressions, leads, cost per lead |
| Best for | Deciding what the launch actually is | Running it once that is decided |
Most launches fail before anyone writes a landing page. The segment was never chosen, the product replaces nothing in particular, and the date came from a sprint board. I would rather spend two weeks deciding who this is for than two months announcing it to everyone. And at your size the big launch risk is not the people who never hear about it. It is what the launch does to the customers already paying you.
If the product itself is not yet validated, start with SaaS consulting instead.
A day is one working day of my time on the launch decision: the segment, what the release replaces, the packaging and the price, and whether the date holds. It does not include writing messaging for every channel. It includes the decisions all that messaging comes from, and without them you write messaging for everyone and therefore for nobody.
How a scoped day runs:
If you need someone carrying the launch through the quarter, including the review afterwards, that is the embedded option at 25 hours a month, priced on the pricing page. A launch is judged in the quarter after it, not the week of it, and whoever is not there for that quarter will not know whether it worked.
Adjacent engagements: product strategy consulting, SaaS consulting and fractional CPO.
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 launch you are planning. You leave knowing whether the launch has actually been decided, whether or not we work together.
02
The segment, what it replaces, the packaging, and whether the date holds. Ideally 8 to 12 weeks before your intended date.
03
The launch sequence with a name against each step and a date, and the adoption metrics instrumented before launch rather than after.
These come from a continuing fractional engagement at a $30M ARR Martech SaaS, across several quarters. They belong on this page because the muscle is the same one: deciding what does not get built is the same decision as deciding who the launch is not for. A launch has its own three, agreed before the date rather than after it. Day-one adoption, activation within the first fortnight, and expansion revenue the quarter after.
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.
If a launch is on the calendar and the plan still lives in slides, bring the date.
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.
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