The product was about to be closed. I took it and made it pay.

I have spent the last eight years inside one B2C SaaS product for seafarers — first as a generalist across content, SEO and development, then closer to the product: user problems, pricing, monetization and the team.

In January 2026 the product was close to shutdown. I took ownership of the product and its commercial results. I rebuilt the business model from free content to freemium, redesigned the paywall and the pricing, and grew total monthly revenue from $100 to $2,171 — with no paid acquisition. Subscription revenue reached $879 a month; gross margin reached 54.3%, with about $1,179 in monthly profit.

The most useful thing I did that year was not a feature. I audited 31 premium accounts to understand why people were not using what we sold. The data disproved my own assumption: global search was not the core value, the test pages were. We stopped developing search and moved the roadmap to the test experience. The redesign lifted organic-to-premium conversion by 79%.

I have a technical background. I can diagnose a broken payment flow, evaluate feasibility and ship a fix myself. I do not code for a living; I use technical depth to get closer to the problem and to stop a team from shipping something that will not work.

What I believe about product work

Behaviour beats opinions — including mine, especially mine. A business model is a product decision, not a finance afterthought. The free tier is the product; if it is not designed around the moment a user is willing to pay, the paywall is just a wall. And most of the work that makes software pay is unglamorous: reading support tickets, checking a checkout flow, deleting a plan nobody buys.

What I am looking for

A B2C SaaS where the product manager owns outcomes, not just a backlog — especially in subscription, monetization or growth. Seed to Series A, remote.