I helped Vitay move beyond incremental feature delivery by connecting product strategy, enterprise readiness, integrations, pricing and commercial operations.
ARR in six months
Customers month on month from one integration
G2 category ranking
Every completed reference relied on three parties acting in sequence. Hiring teams started the request, candidates nominated referees, and referees — the least invested party of the three — had to finish it. A delay anywhere held up the hire, and most product and commercial problems showed up at the joins.
Requesting references inside an existing recruitment process, under time pressure and compliance expectations.
Nominating referees quickly and accurately, often while managing several live applications at once.
Completing a request they did not ask for, with no product familiarity and little incentive to persist.
Larger customers were not asking for more features. They were asking whether the product, the commercial model and the operating model behind it could carry their hiring process.
The roadmap tried to serve every buyer at once. Enterprise and government customers had the clearest need and the highest willingness to pay, but nothing was sequenced around them.
Larger customers evaluated security, data handling and audit before they evaluated features. Without that evidence, good product conversations stalled at procurement.
Pricing and billing were built for small self-serve accounts, so every larger agreement needed manual handling and every expansion needed a negotiation.
Buyers judged the product by where it sat in their existing hiring stack and by public category signals — neither of which the product was actively shaping.
I narrowed the roadmap onto the segments where reference checking is mandatory rather than optional, and rebuilt prioritisation around what those buyers had to see before they could sign.
Pricing was re-based on hiring volume and capability so larger customers could grow inside the model. Billing was rebuilt to handle contracts, invoicing and expansion without manual intervention.
Reference checking only works where hiring already happens. I treated applicant-tracking integrations as a distribution channel, starting with Greenhouse and designing the integration to be discoverable and self-serve.
I owned certification as a commercial unblocker rather than a compliance exercise — scoping controls, running the programme across engineering and operations, and turning the outcome into evidence sales could use.
A reference is only valuable if it is credible. I introduced verification and fraud controls so employers could rely on what the product returned, and so risk was visible rather than assumed.
Product usage, CRM, billing and outbound were joined so the business worked from one view of a customer, and so reporting reflected reality instead of three partial versions of it.
I put customer research back at the front of prioritisation and used the same insight to sharpen how the product was presented publicly, improving category position alongside the product itself.
Deciding who the product was for made every later pricing, security and integration decision straightforward.
Certification, verification and audit evidence removed the objections that had been stalling larger deals.
Integrating into the applicant-tracking systems customers already used turned adoption into a default rather than a project.
Connected billing, CRM and reporting meant growth no longer added manual commercial overhead.
ARR in six months
Customer growth month on month from Greenhouse
G2 category ranking
Delivered end to end
HubSpot, Chargebee and Apollo connected
These outcomes came from aligning product strategy, enterprise requirements and commercial operations rather than treating them as separate initiatives.
I help businesses connect product direction, pricing, integrations and enterprise readiness so growth is supported by the product and the operating model behind it.