Case studyLeadfeeder / Dealfront
Turning a post-merger B2B SaaS into a unified, self-serve growth platform.
Doubling new account creation and improving critical activation by more than 10% — with one product and go-to-market strategy across Leadfeeder and Dealfront.
Two platforms, one growth system.
Leadfeeder is a B2B SaaS platform that identifies the companies visiting a website and turns anonymous traffic into actionable sales intelligence. It operates as part of Dealfront — created through the PE-backed merger of Leadfeeder and Echobot, two complementary products serving thousands of B2B customers across Europe.
When I joined, the company was navigating a pivotal post-merger transition: two brands, two platforms, two pricing models, fragmented product experiences, and a go-to-market motion that had not yet fully consolidated. My mandate was to lead growth strategy and product experience across the funnel — from acquisition and first use to activation, monetization, and expansion.
I led the shift toward product-led growth, launched self-serve purchasing across all plans, redesigned onboarding, transformed pricing and packaging, and set the roadmap for a more unified product experience. The result: a 100% uplift in new account creation and a more than 10% improvement in tracker installation — the most important activation milestone in the Leadfeeder journey.
The starting point
A strong product inside a fragmented org.
Leadfeeder’s core value was clear — reveal which companies visit a website and help teams act on that intent. The challenge was making that value accessible and scalable inside a newly merged organization, where the journey still reflected two separate products and commercial models.
- Brand and market positioning
- Acquisition funnels
- Product onboarding
- Pricing and packaging
- Analytics and attribution
- Navigation and information architecture
- Product-led and sales-assisted motions
What I owned
Growth strategy and the end-to-end product experience.
As Director of Growth & Product Experience, I owned growth strategy and the product experience across markets — turning commercial objectives into product experiences, from creating an account and installing the tracker to discovering value, choosing a plan, upgrading, expanding, or entering a sales-assisted journey. The work sat at the intersection of:
The role combined strategy, cross-functional leadership, discovery, prioritization, experimentation, implementation and measurement.
Act I
Making self-serve a primary growth channel
Launching product-led growth across the platform.
Beyond a checkout button
Self-serve existed only in parts of the journey rather than as a complete operating model. Enabling it across every plan tier meant the product had to support the full commercial lifecycle:
- Account creation, trial and free-user journeys
- Plan selection, monthly and annual billing, card and invoice options
- Feature and volume entitlements, and product gates
- Post-trial experiences, upgrades, add-ons and credit consumption
- Sales handoffs for complex plans, and expansion through more users or usage
One source of pricing truth
Pricing had to be equally true on the website, inside the product, and in the billing system. Any mismatch risked revenue leakage, customer confusion, support cases, or access to the wrong functionality — so acquisition, entitlements, checkout and upgrade moments were connected into one system.
A primary channel, for the first time
By joining acquisition, entitlements, checkout and expansion, self-serve became a primary growth channel alongside direct sales for the first time — contributing to a 100% increase in new account creation.
Act II
Redesigning activation
For Leadfeeder, value depends on installing a website tracker — the most critical, and most friction-heavy, activation milestone.
AI-powered progressive onboarding
Instead of confronting every user with one large setup wall, I led the design of an onboarding flow that adapted to the user’s readiness and guided them through installation step by step — balancing “make setup easy” with “demonstrate enough value that setup feels worthwhile.” This improved tracker installation by more than 10%.
From overlays to an embedded system
The existing onboarding leaned heavily on Userpilot overlays, tooltips and checklists — fine for quick interventions, but unable to support a deeply contextual journey. I developed the direction for a product-native onboarding system built into the application:
- A dedicated onboarding hub and contextual next actions inside the Lobby
- Persona-based guidance and embedded education
- Progress tracking and a gamified checklist
- Credit rewards for meaningful activation actions
Smart demo data
To solve the empty-state problem, I introduced smart demo data: instead of asking users to install the tracker before seeing any value, the product could demonstrate a credible version of the outcome, then guide users toward activating it with their own data — an activation strategy around onboarding, the Lobby, installation and time-to-value, not just a sequence of tooltips.
Act III
Transforming pricing and monetization
Moving from a complex model to one that’s clear, usage-based, and built into the product.
Usage-based, self-serve-first
I led the transition to a usage-based, self-serve-first pricing structure designed to make the buying decision clearer and support expansion as usage grows — moving customers from value to purchase without unnecessary human intervention, while retaining sales-assisted paths for complex deals. The implementation covered:
- Product-wide feature gating and usage / credit logic
- Self-serve checkout and post-trial conversion
- Upgrade flows, plan and volume expansion
- Product-led sales signals and correct access & entitlements
Pricing as a living system
I positioned pricing as an ongoing product discipline rather than a one-time launch, connecting monetization to actual product behavior. The post-launch roadmap included:
- Contextual upgrade recommendations based on feature and volume usage
- A dedicated in-product pricing experience and improved checkout
- Self-serve downgrade paths and smarter cancellation flows
- Churn-prevention interventions and behavior-based discount experiments
- Continuous analysis of funnel drop-offs and objections
Act IV
Unifying the product experience
A discovery-led roadmap organized around the customer’s journey, not the company’s previous product boundaries.
Web Visitors
The core Leadfeeder experience. I led the strategic direction for a UX overhaul centered on one clear loop — find a high-intent visitor → qualify the company → take action — structured around customer research, journey mapping and an information-architecture blueprint rather than assumptions, to reduce cognitive load and shorten time-to-first-value.
Lists as an execution hub
I defined the direction for Lists as the product’s prospecting and execution hub — identify → organize → activate — a place to organize intent, build segments, collaborate and trigger downstream actions across CRM workflows, exports, campaigns and audience activation.
Campaigns & audience activation
Campaign capabilities were fragmented — Display Ads under Promote, LinkedIn Audience Sync hidden in Integrations. I developed the strategy to consolidate them under one first-class Campaigns surface (Display, LinkedIn Sync, future Adform and The Trade Desk audiences, creation and measurement), making a clear path from identifying an audience to activating and measuring it.
In-product brand rollout
The initial rebrand changed the logo, type and colors, but the deeper product still reflected multiple visual systems. I led translating the brand into the product — design tokens and theming, component states, navigation and naming, empty/loading/error states, paywall experiences, iconography, accessibility and consistent product copy — so a coherent interface could reduce cognitive load and let teams build faster.
Act V
Unifying GTM infrastructure
Rebuilding measurement on one dependable foundation.
Dealfront as the base
The existing Google Tag Manager environments carried duplicated trackers, legacy scripts, inconsistent domain references and cross-site attribution logic accumulated across two companies. I led the migration on a clear principle: use Dealfront as the base, rebuild Leadfeeder within the new structure, and selectively retain only what remained necessary — avoiding a blind merge that carries technical debt forward.
The cleanup
The work — critical but mostly invisible — covered:
- Standardizing GA4 and conversion events; auditing duplicated Leadfeeder trackers
- Reviewing attribution-cookie sharing and cross-domain linker settings
- Cleaning CookieHub, validating Consent Mode, aligning Intercom dependencies
- Reviewing partner / advertising scripts and verifying account ownership
- Preserving essential RevOps attribution logic; removing obsolete and legacy implementations
Results
One platform, compounding.
After the PLG launch, the activation redesign, the pricing transformation and the unification work went live.
Doubled new account creation
The PLG launch and redesigned acquisition journey doubled new account creation, establishing self-serve as a primary growth channel alongside direct sales.
Improved critical activation
Progressive onboarding increased tracker installation by more than 10% — improving the most important prerequisite for users to experience Leadfeeder’s core value.
Self-serve across all plans
For the first time, customers could evaluate, select, purchase and expand across the full plan structure through product-native flows — reducing dependency on Sales and Customer Success for standard commercial actions.
One strategy across two platforms
I brought Leadfeeder and Dealfront under a shared direction for acquisition, activation, monetization, UX, brand and measurement — the foundation for a cohesive customer experience and a scalable European GTM motion.
Key learnings
What the transformation taught.
PLG is an operating model, not a signup form.
Sustainable self-serve requires alignment across onboarding, entitlements, pricing, billing, data, product and sales.
Activation begins with motivation, not instructions.
Users complete a technical setup when the product first demonstrates why the effort is worthwhile.
Pricing belongs inside the product.
Packaging, gates, upgrades and usage signals must form one coherent experience, not a separate commercial layer.
Post-merger unification requires selective consolidation.
Combining everything preserves complexity. Choose a future-state architecture and migrate only what still creates value.
Measurement is part of the customer experience.
Reliable attribution and event data are prerequisites for experimentation, monetization and confident decisions.
Roadmaps should follow outcomes, not legacy boundaries.
Web Visitors, Lists, Campaigns, onboarding and pricing get more powerful when designed as one connected journey.
“I helped turn a fragmented post-merger product into a unified self-serve growth platform — doubling new account creation, improving critical activation by more than 10%, and creating one product and GTM strategy across Leadfeeder and Dealfront.”
My role
Growth and product experience, end-to-end.
I led growth and product experience across PLG, onboarding, activation, pricing, monetization, UX strategy, product discovery and unified GTM — turning a fragmented post-merger product into a unified self-serve growth platform.
- Growth & PLG strategy
- Acquisition & account-creation funnels
- AI-powered progressive onboarding
- Activation & tracker-installation optimization
- Pricing & packaging transformation
- Self-serve purchasing & expansion
- Monetization & churn-prevention strategy
- Product UX & information architecture
- In-product brand rollout
- Campaign & audience-activation strategy
- GTM migration, analytics, attribution & consent
- Cross-functional alignment across Product, Engineering, Marketing, Sales, Data & Leadership
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