I am Pietro, a product strategist and designer in Milan. B2B scale-ups call me when the product is already on the market and every new feature costs more than the last. In two to three weeks we decide what to change. In four to six, we change it.
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The biggest account asked, so it got built. Then the next one asked. The quarter closes with a dozen releases and no way to say which of them moved retention, and you are the one who has to explain that to the board.
The product was built for small customers and now sells to large ones. Onboarding takes weeks, every feature lands on a structure that was never meant to hold it, and sales has started apologising in demos.
The board signed off in January. By June the product looks the same, because the internal team is full and the agency building it executes the brief instead of questioning it.
Nobody's product fails for lack of features. It fails for lack of a decision about which ones matter.
We start from the number you are measured on, retention, activation or expansion, and rank every problem in the product by how much it moves that number. You end with a six month roadmap where each initiative carries a success criterion and a metric, written so a board can read it and engineering can build from it. Not included: execution, design system, primary research.
You already know which area is costing you: onboarding, the workflow builder, the screen sales apologises for. We redesign it end to end and hand engineering the requirements, so what was decided is what gets built. Not included: development.
Engagements start at €8,000.
Edison, Risolve
Home services sold next to the energy bill. We put the supply at the centre and turned the services into extensions around it.
Talentware
The roadmap was written by whatever was asked last. We put in the missing piece: who decides, and on what criterion.
OptiKPI
The MVP had reached the end of what its structure allowed. With the founder we chose to rebuild rather than patch.
Product decisions rarely fail in the room where they are taken. They fail on the way to the screen, because the person who writes the business case and the person who designs the flow are almost never the same one.
I have been both. Two and a half years at Bain & Company, Vector practice, then independent since January 2024. It is why an audit with me ends in a roadmap a board can read and requirements engineering can build from, instead of a deck that stays a deck.
Thirty minutes, three questions: the deadline your team cannot carry, who decides and on what budget, what happens if nothing changes.
A 30 minute call, three questions.
A one page proposal within 48 hours: scope, duration, price, what is excluded.
Work starts on a written scope, never on a verbal yes.