№ 015 · Anonymous case
The company already had revenue from founder-led sales and needed the same discipline in product: subscription plumbing, experimentation, and reporting that could survive a real finance review.
15 minutes. No pitch.
✦ Subscription infrastructure
✦ Paywall experiments
✦ Revenue analytics
✦ Self-serve expansion
Closing deals by hand stopped scaling. They needed automated billing, entitlement clarity, and experiment logs so growth work did not thrash production or confuse finance.
Stripe and RevenueCat wired for entitlements, proration, and webhook hygiene so support could answer billing questions without filing engineering tickets.
Variant testing with guardrails so product could compare copy and packaging without forking the codebase each week.
Dashboards for MRR movement, churn reasons, and CAC payback assumptions leadership already used in board prep.
MRR became legible enough that finance and product could share one definition before planning headcount.
Self-serve and product-led paths took pressure off the founder line while experiments stayed measurable quarter to quarter.
Materials for investors could lean on the same systems the company operated day to day, not a one-off export.
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