Company Overview: A B2B SaaS platform for optimizing corporate fleet efficiency and safety achieved a 75% revenue increase in one year by launching a new product with 400% sales growth, driven by the Advanced Jobs To Be Done (JTBD) methodology.
This case study is shared by Yuri, the founder and Chief Product Officer, who completed the “How to Build a Product” training, with commentary from the trainer, Ivan.
Initial Challenges
My task was to prioritize new product development and enhancements to create a clear product roadmap. We lacked a decision-making framework, relying on sales and service team requests, large client demands, and my unvalidated market vision, which was hard to justify to other executives.
I had a hypothesis to sell a platform for implementing the Deming Cycle (Plan-Do-Check-Act) for fleet management, but I also considered products for accident prevention, driver training (LMS), and AI-based solutions. Without clear prioritization principles, I lacked confidence in my product vision and arguments.
We had used the classic Jobs To Be Done framework for two years to prioritize features and create marketing materials, but it didn’t provide a system to organize client jobs across different levels or respondents.
Identifying a High-Value Segment
Our training goal was to find a segment where we could deliver significant value using our resources and expertise. Ivan recommended starting with client segment analysis and job graphs to identify jobs where we could create a valuable new product. Since we had an existing product, the target segment could be among our current clients (not yet prioritized) or competitors’ clients.
Using Ivan’s JTBD research algorithm, I crafted an interview script and, with my team, conducted over 20 AJTBD interviews. Most segments didn’t offer enough new value to switch from competitors’ solutions, as corporate clients often tolerate flaws in familiar systems.
However, we identified a high-value, underserved segment: senior executives willing to allocate large budgets to improve driving safety and reduce accident risks (e.g., injuries or fatalities). Our expertise and past projects gave us a competitive edge in this low-competition, high-ticket segment.
Initially, we generated a general list of jobs, but it was unclear how to act on it. The training taught us to segment clients by job similarity and analyze job graphs, revealing opportunities for value creation and strategic decisions.
Quantitative and expert validation confirmed the financial potential of each segment, clarifying which product to prioritize. My Deming Cycle hypothesis didn’t hold—its segment was small and complex to serve. An AI-based product showed technical promise but lacked client demand.
Ivan’s Commentary: Yuri’s journey is typical: teams start with product ideas but lack prioritization clarity. Focusing solely on problem-solving limits value creation to one of 20+ JTBD mechanics. AJTBD provides a comprehensive system to analyze client segments and job graphs, enabling value-driven decisions and product prioritization. It leverages the same research effort—qualitative interviews and quantitative validation—but maximizes outcomes with a structured approach.
Strategic Product Development
Focusing on the safety-conscious executive segment, we developed a new product tailored to their job of reducing accident risks. We also applied the JTBD mechanic of “addressing preceding jobs” by hosting online fleet management conferences with broader agendas, inviting competitors, suppliers, and clients to build a loyal community. This improved our understanding of client jobs and boosted brand recognition. I later launched a Telegram channel for the same purpose.
Business Results
Focusing on the chosen high-value segment allowed us to increase company revenue by over 75% in one year. The new product’s sales grew by more than 400%, contributing approximately half of the total revenue. We also built a strong foundation for the future by creating a product with a subscription-based business model.
The training enabled me to develop a product strategy, significantly improving our team’s understanding of “where we’re heading” and why we chose this path. The research results and, most importantly, the sales growth from the new product became the key arguments for defending my strategy.
I’m satisfied because I successfully addressed the business challenge and significantly enhanced my competence. This has made me more confident and effective in supporting the development of my product management team. The training materials, including Ivan’s workshop examples, helped me better understand what motivates people and the marketing and product mechanics involved. This has made observing business progress more engaging and comfortable.
As CPO, I can now confidently guide and develop our Discovery team, thanks to a systematic knowledge framework applicable to all stages of IT product development.
Ivan’s Commentary: Yuri’s case illustrates how JTBD unlocks strategic clarity and drives significant revenue growth by identifying high-value segments and aligning products to their jobs. This approach not only creates a competitive advantage but also fosters sustainable success through structured decision-making.