Driving +14 % CLTV uplift through conjoint-driven pricing strategy

Overview

Found’s rapid user growth exposed unclear pricing logic and declining retention.I led a quant + qual conjoint study identifying high-value feature bundles from 50 K+ combinations, aligning Product, Marketing, Finance, and Data Science on a scalable pricing roadmap.The work increased CLTV 14 %, reduced month-one churn 9 %, and raised pricing comprehension 22 %.

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Challenge

• Unit economics were unsustainable (CLTV/CAC = 2.7) and growth was slowing.
• Feature-value hierarchy was unclear, leading to confused buyers and inconsistent adoption.
• Leadership teams lacked a shared, evidence-based pricing strategy.

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Approach

• Designed and led end-to-end conjoint and discrete-choice modeling study with D2C customers.
• Partnered with PM, Finance, Marketing, and GTM to model feature value and test MVP bundles.
• Unified teams around an experiment-driven pricing framework and accelerated roadmap adoption.

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INSIGHTS

• The research showed that Found already delivered over 70 % of what users wanted — the real gap was positioning, not product.
• We also uncovered clear feature-value tiers: different cohorts prioritized different outcomes, while all segments favored simplified, transparent pricing over à-la-carte add-ons.
• These insights clarified which features to elevate, which to sunset, and how to reposition Found’s existing capabilities as a differentiated, high-trust offering.

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Insights to Action in 4 weeks

• Through quick workshops with cross-functional partners across Product, PMM, Finance, and GTM, we reframed how to communicate existing value and identified four MVP package concepts that drove measurable impact within 4–8 weeks.

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Impact

CLTV/CAC ↑ 22 % | CLTV +14 % | M1 Churn −9 % | Pricing comprehension +22 %
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• Enabled a two-month turnaround from insight → roadmap adoption.
• Pricing + packaging framework adopted org-wide and used as baseline for future monetization work.

These findings clarified which features to elevate, which to retire, and how to align our roadmap around true value drivers. The universal win was organizational: we unified the company around a shared lexicon and mental model of our optimal package, transforming a once-messy pricing model into a clear, trust-based offering that improved conversion quality and reduced early-stage churn through transparency and clarity.

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Leadership & Influence

• Principal-level IC (L8) — end-to-end ownership of methodology, business translation, and roadmap adoption.
• Unified Finance + PMM + Product under a shared pricing framework.
• Defined experiment playbook and mentored PMs on interpreting conjoint insights.

Global Organizational Impact

Unified the company around a shared lexicon and mental model of our optimal package, transforming a once-messy pricing model into a clear, trust-based offering that improved conversion quality and reduced early-stage churn through transparency and clarity.

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