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.
NEXWAY / KASPERSKY demonstrates the ability to make a complex subscription domain legible, prioritised and executable by connecting customer discovery, data, payments, product strategy and platform direction.
The subscription domain moved toward a structured and prioritised product strategy covering customer experience, data, payments and platform capabilities, with the package prepared for technical estimation and scheduling.
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.