Info
Mireo
Business Unit Lead (P&L Owner)
2012-2019
Business Model Innovation: 3.5x Revenue Growth
Running Mireo's fleet management division for seven years, I transformed a profitable business with a fundamental retention problem by completely restructuring how we priced and delivered our service. Instead of focusing on features or operations, I identified that our business model created 12-month churn risk and redesigned it to secure long-term revenue while improving customer experience. The result: 3.5x revenue growth and predictable, sustainable ARR.
What You'll Learn About My Approach
- Strategic product thinking in action
- How I navigate ambiguity and drive outcomes
- My approach to cross-functional leadership
Key Results
€600K → €2.1M ARR (3.5x growth over 7 years)
3-month → 5-month breakeven (strategic trade-off for long-term security)
12-month churn risk → minimum 3-year commitments
Eliminated contract renewal bureaucracy for 180+ clients
The Challenge
Understanding the problem and stakeholder needs
The fleet management business was profitable but had a fundamental retention problem. Customers financed our tracking devices, reaching breakeven in just 3 months—but once devices were paid off after 12 months, they could switch to any competitor offering software-only service. We had no long-term revenue security. Contract renewals every two years meant constant administrative overhead—chasing signatures, managing device replacements, negotiating new terms. Customers worried about device ownership costs and upgrades. The model gave us fast initial payback but created churn risk and prevented predictable growth.
My Approach
How I led the team through discovery to execution
I approached this as a business problem, not just an operational one:
Spent time in the field with fleet managers understanding their actual frustrations—they didn't want to own devices, they wanted fleet visibility without risk or hassle.
Analyzed our device replacement data across all long-term customers. Discovered our hardware was incredibly robust—five-year clients were replacing less than 5% of devices. This was the key insight.
Negotiated device costs down by two-thirds due to our volume, making the economics of absorbing hardware risk viable.
Restructured the entire pricing model to a device rental where we own the hardware and absorb all replacement costs. Trade-off: breakeven went from 3 months to 5 months, BUT we secured minimum 3-year commitments with continuous ARR. Customers got predictable costs with no capital outlay. We got long-term revenue security instead of 12-month churn risk.
What We Built
Cross-functional delivery and team coordination
The new rental model aligned what customers actually wanted (fleet visibility without hardware risk) with what we needed (long-term revenue security and predictable growth). Customers loved it because they had no capital expenditure and we handled all device replacements. For us, the strategic trade-off was clear: accepting a slightly longer breakeven (3→5 months) in exchange for eliminating 12-month churn risk and securing minimum 3-year commitments. It wasn't about building new features—it was about restructuring the business model to create sustainable value for both sides.
Results & Team Impact
Measurable outcomes and what the team learned
The transformation was significant: we grew from approximately €600K to €2.1M ARR over seven years and completely eliminated contract renewal administration. The strategic trade-off proved right—accepting a longer breakeven (3 months → 5 months) in exchange for securing 3+ year commitments eliminated our 12-month churn risk and created predictable, sustainable revenue growth. Customer satisfaction improved because we'd removed their biggest headaches: capital expenditure and device replacement concerns. The insight that unlocked this came from understanding our customers deeply and looking at our own data—then having the confidence to restructure a working business model to make it better for both sides.
Like what you see?
I'm open to product leadership roles in AI, robotics, and emerging tech. Let's discuss how I can help scale your product.