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Michael MancusoProduct & technology executive
Projects & case studies

Complex work.
Concrete results.

Product launches, operating-model changes, and complex AI-enabled builds. Explore the business problem, the decisions I led, and what changed.

Built with agents

Product strategy and a repository-based second brain.

Phase 3 Benefits brings eight health, commuter, and wage-law account types onto one payment card. I built a repository-based second brain—product strategy, specifications, verified facts, and agent memory—to keep AI development aligned.

Specification-driven development at platform scale.

Shared FHIR-based contracts coordinated parallel development across clinical, operational, and financial workflows.

Leadership case studies

Showing 6 of 38

New Law Business Model

Addressed root causes of high churn, launching new features and making systemic changes to meet unmet customer needs.

01

Challenge

The Accelerator Business Unit at New Law Business Model was facing a critical challenge with its SaaS platform, experiencing a high churn rate. This significant customer attrition threatened the unit’s sustainability and growth. The challenge was to identify the root causes of churn, implement systemic changes, and launch new features to address unmet customer needs and improve retention.

02

Action

To address this challenge, I led turnaround work for the business unit. Key actions included:

  • Root Cause Analysis: Conducted a comprehensive root cause analysis to understand the underlying reasons for the high churn rate. This involved gathering customer feedback, analyzing usage data, and identifying pain points.
  • Hypothesis-Tree Building: Led the team through a structured hypothesis-tree building process to systematically explore potential solutions and prioritize actions based on their impact and feasibility.
  • Systemic Changes: Implemented systemic changes across the business unit to address the identified issues. This included improving customer support, enhancing onboarding processes, and refining the user experience.
  • Feature Development: Launched new features tailored to meet unmet customer needs. This involved close collaboration with the product development team to ensure the features were aligned with customer expectations and delivered tangible value.
  • Customer Engagement: Strengthened customer engagement strategies by introducing regular check-ins, personalized support, and proactive communication to address concerns before they led to churn.
03

Results

The strategic interventions and leadership initiatives led to a remarkable turnaround in the performance of the Accelerator Business Unit:

  • Customer Satisfaction: Significantly improved customer satisfaction through targeted feature development and enhanced support, leading to increased loyalty and retention.
  • Operational Efficiency: Enhanced operational efficiency by streamlining processes and eliminating bottlenecks, resulting in a more responsive and agile business unit.
  • Revenue Growth: Stabilized and grew revenue by retaining existing customers and reducing churn, contributing positively to the overall financial health of the business unit.
  • Team Alignment: Fostered a culture of continuous improvement and collaboration within the team, ensuring that everyone was aligned with the strategic objectives and committed to delivering exceptional customer value.

Questions

How did the turnaround address customer retention?

The work addressed root causes of customer departures through changes to onboarding, support, and features aligned with unmet customer needs.

What role did Michael Mancuso play in this turnaround?

Michael led turnaround work, investigating customer departures and directing changes to onboarding, support, and product features around unmet needs.

What were the key outcomes of the SaaS turnaround?

The work addressed root causes of customer departures through changes to onboarding, support, and features aligned with unmet customer needs.

What specific features were launched to reduce churn?

New features were developed based on structured hypothesis-tree analysis of unmet customer needs, focusing on the highest-impact gaps identified through customer feedback and usage data analysis.

How was customer feedback systematically gathered during the turnaround?

Customer feedback was gathered through a multi-channel approach including direct customer interviews, usage data analysis, support ticket analysis, and proactive outreach to at-risk accounts.

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