Product & Operations Overhaul
Restructured a flat catalog into a 65-offer value ladder with clear upgrade paths — growing premium-tier revenue 820% and scaling online revenue past the legacy in-person channel.
From a flat catalog to a compounding ladder.
A flat catalog with no upgrade path. Most revenue sat in a legacy in-person channel, the premium tier was an afterthought priced almost by accident, and churn quietly eroded the base every month.
I rebuilt the catalog into a 65-offer value ladder with deliberate upgrade paths between every tier, repackaged and repriced the premium offer, and layered lifecycle automation to lift retention — all while pushing the online channel as the primary growth engine over the legacy in-person business.
- Rebuilt a flat catalog into a 65-offer value ladder
- Designed explicit upgrade paths between every tier
- Repackaged & repriced the premium tier (+820% revenue)
- Lifecycle automation cut monthly churn 9.1% → 3.8%
- Scaled the online channel past the legacy in-person business
Monetization, restructured.
How the channel mix, premium tier, product ladder and retention moved together. Figures are sanitized; revenue is shown in $K.
Online revenue overtook the legacy in-person channel
Revenue by channel · trailing 12 months ($K)
Online reached $1.32M, overtaking the $910K in-person channel; the app channel adds a third growth line.
Premium-tier revenue +820%
$133K → $1.22M ($K)
A 65-offer value ladder
Offers per tier — premium highlighted
65+ offers across five tiers, each with a deliberate path up to the next.
The upgrade path matures the cohort
Tier mix of a joining cohort over 12 months (%)
Churn cut from 9.1% to 3.8%
Monthly logo churn
Net result: premium-tier revenue up 820% ($133K → $1.22M), online revenue at $1.32M past the $910K in-person channel, and monthly churn down from 9.1% to 3.8%.