New SaaS Sub-Product: From Loss-Making to 35k$/Month
Turned around an e-commerce SaaS sub-product by clarifying positioning, improving core UX/reliability, and launching a new revenue stream (cloud fiscal services) aligned with real SMB pain points.
Context
E-commerce SaaS environment with a sub-product serving small retail/SMB. Constraints: cost-sensitive audience, strong competitors, and the need to reach sustainable unit economics.
My role
Product Manager owning turnaround: positioning, roadmap, delivery, and new revenue streams with a cross-functional team.
Discovery
• Customer interviews focused on daily workflows and willingness-to-pay. • Support and sales feedback on recurring pain and churn triggers. • Competitive analysis to understand differentiation. • P&L/unit economics review to set break-even targets.
Solution
• Repositioned product around core workflows and clearer value. • Improved UX/reliability to reduce friction and support load. • Launched cloud fiscalisation as a monetised add-on. • Focused roadmap on high-impact, low-complexity improvements for SMB maturity.
Result
From ~-7k$/month and 120 clients to 35k$/month and 300 clients in 6 months; cloud fiscalisation added 11k$/month