Jonathan Grover

Product and Business Strategy Leader

Creating Superpowers for People and Products.

I excel at the moments of inflection.

When the playbook for what got you here won't get you to what's next, I'm the leader that solves and executes on the vision for growth.

Proven results.

Leading from Vision to Strategy to Results.

Scaled to $100M ARR

Launched a new software and services SaaS product line, achieving rapid market adoption and revenue growth.

2x Revenue

Drove business messaging product category transformation, doubling revenue in a competitive landscape.

$150M Co-Design Deal

Negotiated and secured a landmark multi-year co-design partnership with a Fortune 50 company.

Hardware-as-a-Service

Conceived and created a new GTM model, successfully shifting customer purchasing from CAPEX to OPEX.

API Monetization

Led strategy for monetizing Network APIs via Hyperscalers, Platforms, and a new Joint Venture.

8 Patents & IP Licensing

Architected and executed a strategic IP licensing deal for noise suppression AI.

Executive case studies.

Background visual

Background

A perfect storm had emerged.

Pricing per unit of hardware product was declining - revenues were declining.
The portfolio had been slow to refresh - loss of differentiation.
Customers weren't attaching services - smaller deal sizes.

This hardware company needed a new playbook. They needed a new product portfolio that wouldn't just stand alone as a money maker, but would make the whole of the company shine.

Execution visual

Execution

Through deep market, competitive, customer research, engaging both buyers and users, a product strategy was formed. I architected and drove execution of a software and services product portfolio, designed to have appeal to the channel, the buyers and the users. It would not only drive SaaS recurring revenue, but it would enhance the hardware portfolio with patented AI capabilities driving differentiation, stickiness, and a high rate of attach.

Results visual

Results

From the first channel calls it was clear they thought we had a winner. The analysts were blown away at the transformation. Within 6 months of launching the product globally, supporting more than 10,000 channel partners, the product hit $100M ARR, and kept growing.

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Background

Sometimes innovative technologies throw your cash cow product a curve ball - and present a silver lining in the process!

SMS was a workhorse product, critical for business cases like one time passwords - strong demand and value.
Over the top messaging like RCS wasn't novel, but when Apple adopted it it became an SMS competitor - direct competitive alternatives with superior capabilities.
WhatsApp and RCS cost less, and were significantly cheaper per message than SMS - price and long term revenue pressure.

The market had shifted. The alternatives were better, cheaper, and near perfect substitutes for the product.

Execution visual

Execution

The IP used for SMS wasn't the only asset available to serve the demand and the value customers were seeking. Leveraging unique network IP, a new portfolio of product solutions were architected that could provide a superior experience to SMS and the new alternatives. Go-to-market and strategic partners that could (i) drive adoption and (ii) stood to lose revenue in future declining of SMS for business messaging were secured.

Results visual

Results

It's a battle, but the product is winning. Despite being more expensive than the alternatives to SMS that were attacking, it's far superior, and supported by the channel that can best advise the customers on how to transform their business. Doubling revenue is growth that speaks for itself.

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Background

What happens when you discover you're the golden goose, but reaping none of the rewards? You get your fair share!

Cash strapped customers, especially in the rapidly growing SMB segment were consistently requesting OPEX - shifting purchase behaviors.
A key go-to-market use case partner launched an OPEX financing program for the company's product line - loss of customer control.
The use case partner used their leverage to push for pricing benefits - margin erosion.

The market was disrupting our business model. Our partners were eating our lunch. It was time to evolve the business model.

Execution visual

Execution

Shifting a billion dollar business' model away from CAPEX takes more than just a slide deck. From architecting new financial models, solving for an entirely new distribution channel, identifying the go-to-market partner that could pivot with the business model, and driving a myriad of factors that were critical to execution, making it real involved driving leaders and their teams to embrace the unknown, and think differently.

Results visual

Results

In <1 year, 50% of the partner's customer base, refreshed their products, adopting the OPEX business model.

But the real trick was having your cake and eating it too. The new model not only paid the equivalent CAPEX up-front, but ALSO delivered ongoing recurring revenue!

Trusted and trained by the best.

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Thought leadership.

Explore my thought leadership and product exploration pursuits.