B2B Hospitality SaaS | +40% revenue in six weeks
ABOUT
The Client A B2B services agency in the scaling phase, building a productized SaaS solution for hotels alongside their existing services book. A twelve-person team. They were launching the product using one of their longest-standing agency clients as the anchor product design partner. Other hotels had already begun buying the product. Challenges 1. The anchor client had the loudest voice and the worst economics. Their first hotel client for the SaaS was also their longest-standing services client. Despite being the slowest to approve, the lowest-paying, and the most resource-intensive, this client occupied a disproportionate share of product development time. 2. The team believed the anchor client was driving the product. Every roadmap conversation started with "but the hotel said…", while the actual product-development logs had never been audited against feedback sources. 3. Other hotels were buying faster and paying more. They were treated as secondary in the team's mental model. The attention defaulted to the anchor. 4. Data was scattered across separate systems. Product changes lived in development logs, feedback in email and Slack, and revenue in a third tool. No one had a single view of where value was being created. 5. Decision-making had a bottleneck. Without clean data, prioritization conversations defaulted to client volume rather than economic impact. 6. Founder time was fragmented across service delivery, product, sales, and account management, with no clear allocation rule.
SOLUTION
We focused on cleaning the data, surfacing where product value was actually coming from, and rebuilding the operating cadence around what was actually working. Product development audit Strategy: Reconstruct what had actually shaped the product — not what the team believed had shaped it. Execution: Pulled every product change from the development logs over the prior twelve months. Cross-referenced each one with feedback sources from every hotel client. Mapped feedback to actual product impact. Outcome: The anchor client had driven a much smaller share of product changes than the team assumed. The product had actually been shaped by the smaller, faster-paying hotels — the ones the team had been treating as secondary. ICP reanalysis Strategy: Build an honest ICP definition based on which customers were generating real value, not which had the longest history. Execution: Quantified every customer relationship across four dimensions — time invested, revenue generated, feedback contributed, ease of acquisition. Ranked customers across all four. Outcome: The smaller hotel ICP emerged as the right segment to scale into. Faster to close, easier to onboard, paying market rate. Operating cadence rebuild Strategy: Replace "loudest customer wins" prioritization with a structured weekly review. Execution: Built one dashboard pulling product changes, customer feedback, and revenue contribution into a single view. Set up a weekly priority review tied to the dashboard rather than to client demands. Outcome: The anchor client kept the relationship but stopped driving the roadmap. Founder time stopped flowing into the legacy account. Activity reduction Strategy: Free team capacity by cutting work that wasn't producing returns. Execution: Audited every recurring meeting, account management commitment, and product workstream. Killed work that wasn't tied to revenue impact for the right ICP. Outcome: Roughly 60% of prior activities cut. Team capacity reclaimed for ICP expansion. Results Six weeks into the engagement: Revenue grew 40%, driven by accelerated acquisition into the right hotel ICP 60% of prior activities cut, freeing founder and team time Single source of truth dashboard in place across product, feedback, and revenue Documented operating cadence the team now runs without us Anchor client retained but reclassified — relationship preserved, no longer driving roadmap