B2B SaaS product management is a different sport from consumer. Your users aren't your buyers, your roadmap is hostage to the biggest deal in the pipeline, and every enterprise customer wants a slightly different product. Getting a senior PM who has actually operated in that environment — rather than one learning it on your payroll — is exactly what fractional is for.
The relevant track record
I spent nearly eight years at CaaStle, a B2B SaaS platform powering Clothing-as-a-Service for apparel brands, where I rose to Associate Director of Product Management. My roadmaps served brands like Express, Ralph Lauren, American Eagle, Moss Bros, and AllSaints, and covered a portfolio managing $30M–$50M in ARR. The work that moved numbers: subscription funnel optimization and a long-running A/B testing program that produced $2.1M in ARR savings and 20% incremental revenue growth, plus directing the implementation of a patented one-time rental system across partner brands.
B2B SaaS taught me things no consumer role does: how to say no to a seven-figure customer without losing them, how to build platform features that serve ten clients instead of custom features that serve one, and how to keep a roadmap coherent when sales, success, and engineering each have their own version of it.
What I take off your plate
- A prioritization system your whole go-to-market org can see and argue with — RICE or otherwise, applied honestly.
- Discovery calls with your customers, synthesized into decisions rather than decks.
- Funnel and retention instrumentation, so debates about churn become debates about numbers.
- Specs and release management your engineers actually want to work from.
Typical shape: two days a week for a quarter, then we reassess — scale up, scale down, or I help you hire the full-time lead I've been keeping the seat warm for.