| Duration | FY24 - FY26 |
|---|---|
| Teams | Product, Engineering, Sales, Pre-Sales, Marketing, Legal, Channel Partners |
| Primary Goal | Increase SaaS adoption and recurring revenue while establishing the cloud offering as a strategic product |
| My Responsibilities | Product Discovery, Strategy, GTM Enablement, Product Analytics, Stakeholder Management, Onboarding Optimization |
When I took ownership, one thing stood out: the cloud offering wasn’t treated as a product.
The company had an established on-premise Workforce Management platform serving enterprise customers for years. The cloud version existed mainly to offload customer infrastructure, and was hosted on AWS with minimal architectural change.
It generated steady business but wasn’t positioned as strategic—Sales treated it as an alternative deployment, and growth expectations were modest.
As adoption rose, leadership wanted recurring SaaS revenue, but positioning and operating processes hadn’t caught up.
The challenge wasn’t “can we run in the cloud?”—it was building a scalable SaaS business.
Despite offering nearly identical functionality to the on-premise solution, cloud adoption remained slower than expected.
Instead of assuming the product lacked features, I wanted to understand where adoption was breaking down.
The discovery focused on three questions:
I conducted discovery across multiple touchpoints to understand the complete customer journey.