Aligning product, engineering, and growth around one customer value.
CipherBio had valuable life-sciences data, but the experience was difficult, the product was free, and its commercial story was fragmented. I led the work across product strategy, UX/UI, front-end delivery, pricing, and acquisition to turn database access into a paid intelligence product.
Made customer value the shared unit of work.
Product, data, delivery, sales, and marketing were solving adjacent problems. I created one working model that connected the customer job to the interface, technical choices, release sequence, and commercial message.
Leadership showed up in what we chose not to preserve.
Each decision crossed a departmental boundary: business model, accumulated product work, or technical implementation. The same test applied, does this help a specific customer make a better decision?
Sold outcomes, not database access.
Founders and investors came with different questions, rhythms, and levels of urgency. I helped turn those jobs into Basic, Pro, and Enterprise offers with clearer value boundaries, rather than treating every visitor as the same database user.
- Connected packaging to founder and investor jobs.
- Made the upgrade path legible inside the product.
- Aligned pricing, onboarding, product access, and sales conversation.
Removed 70% of the company profile.
Analytics and research showed that a large, editable profile had become a destination without a clear job. We removed most of it, including user editing, and redirected attention to the personal dashboard, watchlists, and signals people returned to use.
- Used behavior and research to challenge accumulated scope.
- Accepted the cost of removing already-built work.
- Reallocated the interface to monitoring and decision support.
Replaced clever charts with usable analysis.
Tableau created responsiveness and interaction problems for everyday product use. We moved the experience toward Highcharts, explicit filters, multi-select, readable tables, and curated exports, controls customers could understand and use without training.
- Separated impressive presentation from useful interaction.
- Made filtering and comparison visible instead of implicit.
- Connected data exploration to a practical export workflow.
Moved product and go-to-market as one connected release.
Under slow SVB production approvals, design and development progressed in parallel. The customer promise then continued through onboarding, product access, content, campaigns, analytics, and the sales handoff.
Promise
Jobs, positioning, packages, and pricing.
Product
UX/UI, data behavior, Angular front end, and QA.
Entry
Registration, onboarding, entitlements, and upgrade.
Demand
SEO/SEM, content, lead forms, campaigns, and attribution.
A clearer product created a measurable commercial system.
These were shared results across founders, sales, data, engineering, QA, customer service, agencies, and SVB. My contribution was connecting the product decisions and the commercial execution so they reinforced each other.
The durable result was a repeatable way to lead the work.
CipherBio proved that product, engineering, and growth do not need separate strategies when they are aligned around the same customer decision.
Start with the job
Name the decision the customer is trying to make.
Expose the trade-off
Put assumptions, evidence, cost, and constraints on the same surface.
Choose across boundaries
Make product, technical, and commercial decisions as one system.
Carry value through release
Keep the promise consistent from acquisition to everyday use.
Leadership was not a layer above the work. It was the connective tissue between customer value, product judgment, implementation, and growth.