Case studies
Business leaders call SVSG to solve their most pressing tech challenges
See how we put out tech fires and enable revenue growth
Recovering from an unexpected revenue drop
Learn how we helped identify and fix a sudden 10% drop in ecommerce transactions.
Strategic partnership behind schedule
Learn how we stepped in to get an integration with a large strategic partner back on track.
New CEO needs to meet growth targets
Learn how we helped a new CEO leverage AI to capture new revenue.
Refocus product resources to maximize revenue
Learn how we analyzed market potential and created a unified roadmap that aligned with high-value opportunities.
Optimize roadmap to reduce churn & boost sales
Learn how we implemented a Product Lifecycle Management (PLM) process to prioritize features based on customer feedback and competitive insights.
Recovering from a roadmap delay
Learn how we helped a company dig out of a 6 month development backlog.
Scaling Professional Services
Learn how we helped Twilio design and implement customized integration solutions to onboard their largest customers.
Can we improve our product roadmap process to increase revenue and reduce churn?
Automotive software leader gains competitive advantage with revenue-driven roadmap.
A leader in automotive software wanted to optimize its product roadmap to improve customer satisfaction and reduce churn. SVSG introduced our Product Lifecycle Management (PLM) process, incorporating customer feedback and competitive insights into the roadmap. This allowed the customer to prioritize key features, quickly build new functionality, and gain a competitive advantage ahead of their yearly conference. As a result, the company reduced churn and strengthened its value proposition in a competitive market.
Are resources being allocated to the right opportunities?
A leading insurance tech company maximized revenue by realigning product priorities.
An investor-backed company was concerned about resource allocation, with significant spending on initiatives that generated minimal revenue. The lack of a unified roadmap and unclear priorities prompted the investors to seek guidance. SVSG analyzed the market opportunity, including TAM, SAM, and SOM, to evaluate the potential of various product initiatives. We identified high-impact opportunities and recommended reallocating resources to align with these, ensuring the roadmap was focused on driving revenue. With clearer prioritization, the company maximized its growth potential and increased investor confidence.
What’s the overhead?
A leading cybersecurity company achieved on-time release after a prominent acquisition.
A leading cybersecurity company had identified an acquisition target that had the potential to significantly accelerate their product roadmap.
As part of the due diligence process, the company wanted to assess the quality of the technology, and jump start the integration process.
SVSG reviewed the product roadmaps and technical architecture of both companies in order to develop a roll out plan that included all dependencies and internal resource allocation needed to hit the release deadlines of the financial model used to justify the acquisition.
With plan in hand, the acquirer was able to hit the ground running on day 1, which resulted in an on time release.
How useful is the product?
A large VC firm gained peace of mind knowing that they were not missing out on the next big thing.
A large VC was evaluating an early stage startup that had built automated testing tools for software developers. The startup had a great pitch deck, a tech-savvy team, and happy early customers. But there is a big difference between pain, and screaming pain, and this VC asked our take as to where this company’s roadmap would land on that spectrum. CTOs from our braintrust reviewed the pitch deck, product demo and roadmap and reported back that the startup’s future state would only provide incremental improvements over the roadmaps of its better funded competitors. The investor gained peace of mind knowing that they were not missing out on the next big thing.
Is the IP defensible?
An investor group was able to negotiate down the valuation to properly account for the product maturity.
An investor was impressed by the pitch given by an adtech company in the VR space. The company claimed to have developed proprietary IP that could place digital adverts in the metaverse in a novel way. We were brought in early in the deal cycle to evaluate both claims. While the ad placement method was indeed novel, the technology turned out to be an adaptation of an open source library and the proprietary code from the company was much less than had been claimed. Because the investor did their diligence early in the process, they were able to negotiate down the valuation to properly account for the product maturity and the further development needed to prove out competitive advantage.
Are the assets worthwhile?
A financial services firm made an informed decision to acquire the assets of a startup that had recently closed its operations.
A financial services firm was looking to acquire the assets of a startup that had recently closed its operations. The startup claimed to have developed novel AI technology but was unable to reach product market fit. The acquirer saw the potential to accelerate the product roadmap for one of their offerings, and wanted to know to what extent the AI was proprietary and whether the technology was suitable to be managed by their in-house team. SVSG CTOs determined that the technology was sound, but that there was significant technical debt and little documentation. Further, the founders exhibited exceptional talent, and as such the acquirer felt confident in increasing the retention packages to bring the team in-house along with the assets.