I'm Jehan or Jay, if you've known me a while.
After more than 15 years of customer research and hands-on growth work, I’ve learned that the best companies know how to quickly identify and fix where growth is breaking down. They know which opportunities are worth pursuing and how to act on them. My work helps B2B SaaS teams find those answers and turn them into repeatable, compounding deliverables.
I've led product marketing at Ninety, brightwheel, Udacity, 15Five. Trained at LinkedIn, eBay, Amazon, and Carnegie Mellon.
👉 Read my articles on Forbes and Entrepreneur
I've worked with...
Most B2B SaaS companies have no shortage of growth ideas. The harder challenge is determining which ones deserve the company’s time, attention, and investment.
When traffic slows, teams launch more campaigns. When conversion falls, they rewrite the messaging or add sales follow-up. When customers churn, they revisit onboarding, change the product, or build new features.
Any of those responses could be right. But companies often move toward a solution before they fully understand what is holding growth back. That leads to scattered priorities, wasted effort, and initiatives that treat symptoms rather than causes.
For more than 15 years, I have helped B2B SaaS companies understand their customers, strengthen how they go to market, and turn more buyer and customer activity into sustainable growth.
As an executive leader, I help organizations answer three practical questions:
- Where is the weakest link in the growth engine?
- Which initiatives are most likely to strengthen it?
- How do we align the organization and deliver outcomes?
The answers may lead us to awareness, lead quality, free-trial conversion, sales effectiveness, onboarding, product adoption, expansion, or retention. I do not begin with a predetermined channel or tactic. I follow the evidence to the part of the business that needs attention most.
I start with the people making the decision
Depending on the problem, I speak with prospects, lost deals, trial users, customers, or recently churned accounts. These conversations help uncover what people were trying to accomplish, where they lost momentum, and why they decided to move forward, stop, or leave.
I combine those insights with product usage, funnel performance, sales intelligence, internal perspectives, and a review of the end-to-end customer experience.
Together, that evidence shows us where momentum is being created, where it is being lost, and what the company can do about it.
The result is not a research report filled with interesting quotes. It is a focused set of evidence-backed priorities the organization can act on.
The MADE framework
I organize this work through a framework I developed called MADE:
Map the journey. Understand how buyers and customers move from initial interest to purchase, adoption, expansion, and renewal.
Align around what matters. Bring leadership, Product, Marketing, Sales, and Customer Success together around the most important problems and opportunities.
Develop and deploy the right solutions. Turn the findings into changes that address the underlying cause rather than its symptoms.
Evaluate, learn, and improve. Measure what happens, learn from the response, and use that evidence to guide the next decision.
This gives teams a disciplined way to move from customer evidence to business action.
Read more about the MADE framework here.
I lead through execution
My role does not end when the strategy is approved.
I work across Product, Marketing, Sales, Customer Success, and leadership to set priorities, make tradeoffs, and put the strongest ideas into market. That may include changes to positioning, messaging, campaigns, conversion experiences, sales tools, onboarding, lifecycle programs, customer education, or the product itself.
The solution changes because the problem changes. What remains consistent is the process: understand the constraint, align the organization, act on the strongest evidence, and learn from the result.
I bring the perspective of both a specialist and an operator. I understand customer research, product marketing, conversion, and growth. I also understand the work required to lead inside a SaaS company: setting direction, earning support, aligning teams, navigating competing priorities, shipping meaningful work, and helping the organization adopt new ways of operating.
I'm not interested in generating more ideas. My goal is to help the organization make better growth decisions, turn those decisions into action, and build a stronger system for improving the business over time.