Michael FertmanResults
Mature products, new products and marketing leadership
I'm a Product Marketing Leader and CMO for PE- and VC-backed B2B SaaS, fintech, and data businesses. At Dun & Bradstreet, I more than doubled the growth rate of four product lines. Each result below shows where the work started, what I decided and what happened.
A mature product
Dun & Bradstreet, 2003 to 2009
- Started
- A $30M analytics portfolio that was losing customers.
- Decided
- I refocused the team on retention and moved clients to a new platform.
- Result
- Retention went from 70% to 90%, and growth from 0% to 20%.
Dun & Bradstreet, 2003 to 2009
- Started
- An automated credit decision product priced at about half the price of the credit report it replaced.
- Decided
- I repositioned it as premium, priced it by industry, trained the sellers, and asked those who closed at the new price to take the team through their deals.
- Result
- The price per transaction tripled, and the product's revenue rose 44% in the same year.
Dun & Bradstreet, 2003 to 2009
- Started
- A $200M sales and marketing data suite growing 6.0% a year.
- Decided
- I repackaged it into standard bundles by use case and certified the sales team on them.
- Result
- Its growth rate went to 12.4%.
Dun & Bradstreet, 2003 to 2009
- Started
- A $5M product that took two months to implement.
- Decided
- I cut implementation to one month.
- Result
- New customers' first-year revenue rose 9% on average.
Apex Fintech Solutions
- Started
- A $400M, PE-backed business with no product marketing team.
- Decided
- I built its first product marketing team and a new pricing and packaging framework for its software-as-a-service products.
- Result
- Guaranteed annual recurring revenue rose 50%.
A new product
Dun & Bradstreet, 2003 to 2009
- Started
- A new product with no sales yet.
- Decided
- I had it selling through Dun & Bradstreet's sales channel in under four weeks.
- Result
- Revenue went from $0 to $1M in six months.
A $750M fintech, current
- Started
- A publicly traded fintech with 5,000+ customers and new products to launch.
- Decided
- I redesigned how new products go to market, working directly with the senior executive team.
- Result
- Its teams now find go-to-market gaps months earlier than they did before the new process.
Marketing leadership
Guidepoint, 2010 to 2013
- Started
- A $30M, privately held expert network with no marketing function.
- Decided
- As the first chief marketing officer, I built the function, repositioned the firm around compliance, and built sales materials for four products across five customer segments.
- Result
- Revenue grew from $30M to $50M in a flat market, and marketing-driven leads rose 5x.
Apifiny
- Started
- A seed-stage institutional crypto trading platform with no marketing.
- Decided
- I built marketing from scratch, through the company's filing to go public.
- Result
- Monthly trading pipeline reached $2B within one year, with coverage in Reuters, CNBC and Yahoo Finance.
A venture-backed B2B SaaS company, 2014 to 2015
- Started
- A company with no marketing function.
- Decided
- I built its first marketing function.
- Result
- Inbound leads went from 5 a month to 5 a week, and marketing's share of new pipeline went from near zero to 25%.
“Mike has an absolutely uncanny ability to analyze complex situations, quickly identifying the appropriate levers for turning around struggling businesses or accelerating growth in healthy ones.”
Brian Farley, who worked for me at Dun & Bradstreet
Bring a product and its revenue target
On a 30-minute call, we'll talk about where the product stands and the plan to reach its target.
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