Growth delivery programme
Product Growth Strategy and Implementation
Connect the product experience with acquisition, activation and retention decisions. I lead the growth work and personally implement the agreed changes, with product and commercial owners involved in the decisions.
Find the constraint in the product journey
An acquisition problem can begin after signup. A retention problem can begin with the promise made before purchase. Map the journey and available evidence before treating each stage as a separate campaign or product backlog.
Choose the product behavior and business question the work should address. Agree metric definitions, current observations and the people who can approve changes to the experience, lifecycle communication or acquisition message.
For a two-sided product, map the participant journeys separately: who can join, what makes a useful match and what counts as a completed transaction. I connect the agreed acquisition, activation and retention work to those definitions. Review eligible participants and transactions by side and market, so a growing signup count does not conceal a shortage on the other side.
What the agreed work can cover
Journey and constraint diagnosis
Review acquisition, onboarding, activation and retention evidence. Distinguish missing measurement from an observed product obstacle.
Growth hypotheses and priorities
Connect buyer research, product behavior and commercial context to a prioritized set of changes and explicit review questions.
Implementation and experiments
Deliver the agreed product-growth, lifecycle or marketing changes through the relevant owners and contributors. Keep permissions and accepted versions clear.
Review and learning
Compare observations against agreed definitions and periods. Record concurrent changes and unresolved evidence before choosing the next iteration.
How the engagement comes together
Map the journey and evidence
Bring product behavior, customer feedback, funnel information and the current growth priorities. Identify the question that would change the next decision.
Agree the work and owners
Select the constraint, hypotheses, implementation responsibilities and measures. Product, marketing and commercial decisions have named approvers.
Implement, observe and adapt
Deliver the agreed changes, review their behavior and compare actual observations. Continue, revise or stop based on the evidence available.
Use the right scope for the product
Product-growth work can serve B2B, B2C, ecommerce, video-game and gambling/betting businesses, cybersecurity companies and service businesses where a product journey is relevant. The specific user experience, permissions and client requirements determine the engagement.
If activation alone is the constraint, the PLG Activation System may be the more focused scope. If the need is a connected SaaS operating system, that existing offer remains separate. Product growth does not imply every workstream or platform is automatically included.
Questions about the service
Does product growth include implementation?
Yes. I personally carry out the agreed implementation. Product, marketing and commercial responsibilities are defined before changes are made.
How is this different from the PLG Activation System?
The activation system focuses on the activation infrastructure and lifecycle work. Product growth can examine a broader journey and choose the relevant product, acquisition or retention changes.
Which industries can you work with?
The service covers B2B, B2C, ecommerce, video games, gambling/betting, cybersecurity and service businesses. The actual product journey and delivery requirements are scoped individually.
Do experiments guarantee a growth result?
No. Define the observation, metric and review question. A completed change, improved behavior and commercial impact are separate findings.
How is the work agreed?
Scope, responsibilities, deliverables and review points are agreed per engagement. Continuing engagements are month-to-month with no minimum term; either side can end with 30 days notice.
Next step
Discuss your product growth question
Bring the business question, the evidence you already have and the people who will own the work. Agree the scope, implementation responsibilities and review points before starting.
Explore the decision