NEXWAY / KASPERSKY operated a complex global subscription domain with fragmented product definition, rigid lifecycle management, incomplete data visibility, payment friction and legacy platform constraints. Mandated to structure the product strategy and redesign, I connected multi-persona discovery, customer journeys, value propositions, portfolio prioritisation, data, payments, APIs and platform requirements into one coherent, execution-ready product package.
The effective scope extended from current-state analysis and
multi-persona discovery through product vision, portfolio design,
prioritisation, data requirements, payments and platform direction,
with the objective of preparing a coherent product package for execution.
The portfolio should demonstrate the level of work through the breadth and quality of the product system rather than convert that scope into a historical Head of Product title.
Head-of-Product-level product delivery discovery, strategy, portfolio design and execution readiness across subscription, customer experience, payments, data and platform redesign.
Understand trial, purchase, subscription, change, renewal, cancellation and customer relationships as one connected value stream.
Connect end users, vendors, resellers, customer success, payments, data, marketing and engineering.
Define the data, metadata, events and KPI foundations required for lifecycle visibility, retention and forecasting.
Translate product needs into API, payment, migration and platform requirements suitable for target engineering.
The work moved through a deliberate sequence: understand the current state, make customer and operating needs visible, create the product strategy, prioritise the portfolio, connect product decisions to data and platform capabilities, then prepare the roadmap for technical estimation.
Reconstruct subscription journeys, pain points and operational constraints.
Capture needs across customers, partners and enabling functions.
Establish product vision, value propositions and business-model logic.
Structure features, hypotheses, KPIs, priorities and dependencies.
Link product choices to data, payments, APIs and migration requirements.
Translate the strategy into roadmap, backlog and estimation-ready material.
The discovery package was not a collection of isolated workshops. It formed a connected decision system from customer journeys and value propositions through feature hypotheses, prioritisation, data requirements, payments, APIs and roadmap readiness.
Map subscription fulfilment, operational value stream and major friction points.
End users, vendors, resellers, CSM, payments, data, marketing and engineering.
Translate needs into customer, partner and operating value propositions.
Connect flexibility, self-management, retention, billing and customer insight.
Build a portfolio of feature hypotheses with objectives, KPIs and dependencies.
Use explicit priority tiers, Kano thinking, risk/opportunity and Cost of Delay fields.
Define data, payment, API, migration and platform needs that support the product.
Move the prioritised product package toward technical estimation and scheduling.
The feature portfolio connected customer problems to explicit value hypotheses, KPIs, time criticality, dependencies, risk reduction / opportunity enablement, non-functional requirements and Cost of Delay fields.
Design flexibility across plans, pricing, billing intervals, upgrade / downgrade, trials, migration and bundles.
Give customers and partners clearer control over subscription configuration and lifecycle changes.
Connect customer behaviour, cancellation signals, dashboards, forecasting and experimentation to retention decisions.
Address payment failure, method updates, chargebacks, prebilling, retries and authorisation visibility.
Connect subscription capabilities to public / stand-alone APIs, external commerce, gateways and migration requirements.
Improve event logging, metadata, lifecycle status, customer insight and KPI referentials required for decision-making.
The discovery deliberately extended beyond a single end-user journey. Product decisions had to work across customers, commercial partners, operating teams and the enabling data / payment / engineering system.
The evidence base is unusually strong for product discovery and portfolio design, but commercially sensitive product, payment, fraud, architecture and customer details must remain controlled.
The main feature workbook contains 50 populated feature rows across flexible subscription, churn, payments, reporting, self-management and revenue.
Customer Journey Map run through supporting an iterative discovery process rather than one static deliverable.
The final Customer Journey package contains personas, value propositions, vision, roadmap and prioritisation.
Office metadata across central artefacts supports my direct involvement while preserving attribution for third-party templates and starting material.
The strongest defensible transformation is the movement from fragmented product understanding to a structured package capable of supporting technical estimation, scheduling and the intended next development phase.
The subscription domain had limited strategic definition and uneven product / data visibility.
Discovery created a connected system of customer, portfolio and platform decisions.
The prioritised product package provided the basis for technical estimation and execution planning.
The engagement structured the subscription product strategy, redesigned operating requirements and prepared a prioritised package for technical estimation. PCI DSS, GDPR and ISO/IEC 27001 compliance objectives were achieved for the subscription, payment, data and platform requirements covered by the engagement. The tables below distinguish these results from the benefits expected after implementation.
The subscription domain gained a structured product vision, a prioritised portfolio and defined customer, payment, data and platform requirements. The package was prepared for technical estimation and scheduling, with compliance objectives achieved for the requirements within the engagement scope.
The work required more than backlog ownership: it connected multiple personas, lifecycle economics, product vision, data governance, payment behaviour, feature prioritisation and target platform capabilities into one coherent transformation path.
Discovery connected customer needs, subscription economics, operating processes and platform requirements. The first table presents outcomes achieved during the engagement; the second presents benefits to realise and measure after implementation.
Strategy, design, compliance and execution readiness.
| Primary business objective | Business outcomesValue achieved | Technology outcomesCapabilities structured | Behavioural outcomesPractices demonstrated |
|---|---|---|---|
| Commercial Growth | Defined the product vision, value propositions and logic of the new subscription business model. | Specified subscription engine, billing and API requirements to support the proposed offers. | Incorporated vendor, reseller, Growth and Customer Success perspectives into product decisions. |
| Operational Efficiency | Redesigned the operational value stream and payment/fraud processes; prioritised the product portfolio and prepared it for technical estimation. | Defined lifecycle, data, integration and target architecture requirements. | Made priorities, dependencies and trade-offs explicit across Product, Engineering, Data and Payments. |
| Customer Value | Translated customer and partner needs into clear value propositions and coherent subscription journeys. | Designed journeys and requirements for plan changes, renewal, cancellation, billing and self-management. | Used iterative discovery across multiple personas to connect user needs with product choices. |
| Risk Management | Achieved PCI DSS, GDPR and ISO/IEC 27001 compliance objectives for the requirements within the engagement scope. | Incorporated compliance requirements into payment, data and platform design requirements. | Embedded risks, compliance constraints and non-functional requirements in prioritisation and execution preparation. |
Value to realise and measure after implementation.
| Primary business objective | Business outcomesBenefits sought | Technology outcomesCapabilities to demonstrate | Behavioural outcomesChanges to observe |
|---|---|---|---|
| Commercial Growth | Enable new monetisation opportunities and more flexible offers; assess their contribution to revenue and retention. ROF orientation, with ROI to be evaluated. | A subscription engine supporting new plans, pricing, trials, bundles and billing arrangements. | Commercial teams and partners able to configure, explain and sell the new offers. |
| Operational Efficiency | Reduce manual interventions, payment friction and processing times. Operational ROI to be evaluated. | Integrated workflows, APIs and lifecycle data that are reliable and usable in production. | Adoption of the redesigned processes, effective coordination and use of data in operational decisions. |
| Customer Value | Increase customer and partner autonomy; improve journey simplicity and issue resolution. | Working self-management, subscription changes, renewal, cancellation and notification capabilities. | Users adopting the new services; support teams able to guide journeys and handle exceptions. |
| Risk Management | Maintain compliance as the platform evolves and strengthen control of fraud, billing and data-quality risks. | Controls, traceability and exception-handling mechanisms that can be verified in operation. | Active oversight, incident reporting and changes subject to appropriate validation. |
Return perspectives: ROF means Return on the Future; ROI means Return on Investment. Commercial and operational returns remain to be evaluated after implementation.
ROE — Return on Employee: expected improvements in employees’ understanding of the domain, autonomy, coordination and decision quality complement this assessment. These benefits remain to be observed and documented.