Growth Product Strategy · United States

Nobody owns the
moment your users
see value

The product delivers the outcome, but the customer doesn't see it in time, or whoever sees it isn't the one who renews. We measure that distance and what it costs per month.

Book the review →

If it does not make sense to continue, the analysis stays with you. No commercial follow up.

The reframe

Companies don't lose customers for lack of value

Only 16.1% of U.S. companies apply a structured approach to product design.

They lose because the value exists and is not perceived at the right time, by the right person, in the right form. Three different distances, each corrected a different way.

Time

Value shows up after the user has already decided it wasn't worth it. Since almost nobody measures time to first value, the delay appears in no report.

People

Evidence of value reaches whoever uses the product, not whoever renews the contract. At renewal, the person signing has nothing in hand to justify the line item.

Form

The user does reach the outcome, but inside a report they never open or a screen they never visit, so the work that would expose this never gets instrumented.

The model exists to make that distance visible and measurable, and to rebuild product, onboarding, automation and team around it.

Cost of the status quo

What the leak charges while nobody measures it

35%

of startups fail for lack of product market fit

The roadmap ships against behavior nobody measured in time. That runway does not come back.

You pay for retention out of the acquisition budget

When the base doesn't hold, the team compensates by buying more customers. On the monthly close that shows up as higher marketing spend, and the lost revenue that caused it shows up nowhere. Two quarters later the CAC payback is already longer.

The method

Value Perception Model

The model turns the distance between delivered value and perceived value into a number. It maps the user path against behavioral signals: time to first value, adoption milestones, satisfaction indicators. Each is correlated with retention and revenue, so an intervention gets chosen by expected financial effect instead of by opinion.

  1. 01Diagnose
  2. 02Implement
  3. 03Automate
  4. 04Measure
  5. 05Internalize

Measure returns to Diagnose. Every shipped intervention moves where the next leak sits.

Read the VPM thesis →

How it works

Three layers, each feeding the next

Entry point

Value Leak Review - Assessment

A read of your activation and retention funnel against behavioral signal. The only thing this page asks you to book.

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Diagnosis, consulting and implementation · fixed scope, paid

Instrumented mapping of time to first value, adoption milestones and satisfaction, correlated with retention and revenue. Then ICP definition, PMF validation, North Star Metric architecture, no-code MVPs and workflow automation. Billed by fixed scope.

Continuity and capability building

The same team keeps the method running after implementation — ICP scoring, behavior based onboarding, feedback analytics, usage dashboards — with bootcamps and workshops for your team to internalize the process.

Proof

Recent deliveries

“We stopped ABSeed's entire operation for two days for an intensive course with Josias and Igor, and it was one of the best decisions we made all year. We got the team on the same page, built a solid foundation, and walked out with several ideas for optimizing the operation.”
Felipe Coelho Partner at ABSeed, a venture capital fund LinkedIn
“I took my CS team to the AI workshop and it was well worth it. In an era of a lot of AI noise and not much clarity on where to start, which tool to use, which pain to solve, Josias brought first-rate content that taught us and, above all, encouraged us to go further. Months later I'm glad to see AI helping us attack a lot of our productivity, cost and speed problems, and much of that started with the workshop.”
Lui von Holleben Head of Customer Success at Asksuite, an AI platform for hospitality LinkedIn
“Josias worked with us at Mais Controle for six months and made all the difference in our product strategy. He mapped our user journey, which was confusing and unclear for us, and defined the activation and retention metrics that now guide our roadmap. I recommend him to anyone who wants their product to deliver more value to the user.”
Guilherme Toledo Junqueira Mais Controle LinkedIn

Who leads the work

Josias Oliveira

Josias Oliveira

Founder

Eighteen years leading product and design inside companies where the growth problem was structural. He ran the first product led growth initiative at RD Station, built the first product and design organization at Octadesk, led the evolution of Beacon at Embraer, and took part in ThoughtWorks' first CX delivery in Latin America. He founded Growth Product Strategy in the United States to apply the same method as an outside operator.

LinkedIn profile

Fit

Who this works for

Good fit

  • Tech startups between pre-seed, seed and Series B, with a product in market and real users
  • SaaS, digital services and e-commerce SMBs, 10 to 200 employees
  • Agencies structuring evidence based delivery
  • Companies where someone at C level sits inside the work

Poor fit

  • Pre-product, with no users and no revenue
  • Staff augmentation, or execution without changing how decisions get made
  • Anyone looking for a full time C level hire
  • Anyone wanting a deck of recommendations without implementation

Objections

The six questions before booking

Is this consulting or software?
We're a consultancy that executes. Diagnosis, design and implementation come from the same team, in the same engagement — there's no separate software product for you to run on your own. What's left when the project ends is the method instrumented inside your product, not a separate subscription.
I'm the company's CTO. How can you help me?
As a strategic arm, not more engineering. Your team keeps owning execution; we get involved in deciding where to point that execution, instrumenting where perceived value breaks and prioritizing the roadmap by expected financial effect instead of opinion. It's the number that backs the call in front of the board.
We already have a head of product. Where do you fit?
Your head of product owns the roadmap and the team. We own a narrower question: where perceived value breaks between signup and habit. That work sits outside the scope of anyone running daily operations. If it is already instrumented, say so in the call and we end it early.
We don't have the team to execute the recommendations, how does that work?
You spend a few scheduled hours per milestone, not a dedicated team, so you can weigh that cost before committing. Where internal capacity is the real constraint, implementation is part of what we do, and the capability transfer in the final layer makes the next round cheaper.
Are we too small for this?
You qualify with a product in market, paying users, and someone at C level in the work. Below that, a diagnosis measures a funnel without enough traffic for signal, and the number comes back with too wide an error bar to act on.
How much does it cost?
The two week diagnosis is fixed scope, with a pre-defined price. No surprises. Consulting and implementation are billed by fixed scope, agreed in writing before work starts. The Value Leak Review costs nothing.

Book the review

  • Where perceived value leaks in your funnel
  • Which point costs the most per month, and the order of magnitude
  • The three highest impact fixes, prioritized

30 minutes, free. If it does not make sense to continue, the analysis stays with you to apply internally. No commercial follow up.