ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day. Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development. www.ProductCampBoston.org

1. Connecting Product
Decisions to Revenue
Elevate the role product plays in the growth of your business.

2. 2
Hold up.

3. Product = “the right thing”
3

4. Businesses run on
dunkin’
4

5. Businesses run on
bitcoin
5

6. Businesses run on
VC money
6

7. Businesses run on
customer revenue
7

8. Easier than it seems
8

9. 9
Product should have a quota inside
your company.

10. Undeniable:
more knowledge = better decisions
10

11. 11
QUALIFICATIONS
CEO from 2013-2019
0 to 1,200 customers
Raised $15M from VCs
Pretty good at Keynote
Hi, I’m Jonathan.
CPO @ Appcues

12. About you
12

13. Agenda
13

14. 14
1. Speaking the Language of Revenue
2. Connecting Returns
3. Sizing Investments
4. Maximization
5. Product-Led Culture

15. Speaking the language of revenue
15

16. 16
Countin' Benjis while we meetin',
make 'em shake my other hand.

17. 17
Bookings
Billings
CAC
COGS
Opex
Margin
Money customers commit to paying.
Money you actually received.
Dollars spent to get 1 new customer.
Product costs.
Dollars spent running the business.
How much you make (or lose).

18. How revenue is usually calculated
18

19. Past performance * 2
or
Salespeople * quota
19

20. Product revenue does show up
20

21. Product lines!
Enterprise features!
Unhappy customers (per product)!
Servers & support costs!

22. The dream is self-serve revenue
22

23. Connecting returns
23

24. Should we do this?
Why is this the right thing?
24

25. 25
LTV of interested customers, revenue under
"closed lost” reasons, etc.

26. Example: build vs buy
26

27. Sizing investments
27

28. 28
But shit, it was ninety-nine cents.

29. 29
INVESTMENT/COST
Headcount
Time/runway
COGS
Maintenance
Other opportunities
RETURN
Future cash (bookings)
Investable cash (billings)
Retained customers
Brand value
Strategic positioning

30. Example: the cost of a support ticket
30

31. Maximizing impact
31

32. Self-serve = narrow price range
32
Product maturity
Pricerange

33. 33
Traditional sales = wide price range
Product maturity
Pricerange

34. Sales becomes more valuable for a
really great product
34

35. Creating a product-led culture
35

36. 36
Dollar, dollar bill y’all.
!

37. PRODUCT-LED DEFINITION
Viewing the product as your primary
lever for business growth
37

38. 1. Share the financial decisions
38

39. 2. Put the product to work
39

40. 3. Find & pursue the win/win
40

41. 41
thank u