Regenta consulting

Project Overview

A global SaaS company operating with an enterprise-focused sales model faced declining efficiency in its growth funnel.

Despite strong product capabilities and steady inbound traffic, the business struggled with:

• low free-to-paid conversion,

• prolonged sales cycles,

• and elevated churn during the early lifecycle stages.

The client engaged us to restructure their Product-Led Growth (PLG) motion, align product experience with revenue logic, and improve conversion quality without increasing acquisition spend.

Key Challenge

The core issues were structural rather than tactical:

• Free users failed to reach meaningful activation moments

• Feature access was misaligned with value perception

• High churn occurred before users experienced core product value

• Enterprise sales processes conflicted with self-serve user behavior

As a result, the product attracted users — but failed to convert and retain them efficiently.

Our Approach

We led a focused PLG transformation combining product strategy, UX analysis, and monetization logic.

1. End-to-End User Journey Mapping

• Mapped the full user lifecycle from signup to conversion

• Identified friction points and drop-off stages

• Defined activation milestones tied to perceived value

2. Feature Gating & Monetization Logic

• Redesigned feature access across free, trial, and paid tiers

• Aligned gating with moments of value realization

• Removed early friction while strengthening upgrade triggers

3. UX Friction & Conversion Analysis

• Audited onboarding and in-product flows

• Eliminated unnecessary complexity and cognitive overload

• Improved clarity around product value and next actions

4. PLG-to-Sales Alignment

• Clarified handoff logic between product usage and sales outreach

• Defined criteria for sales-assisted conversion

• Reduced internal conflict between PLG and enterprise sales teams

Results & Impact

Following implementation:

• 3× increase in free-to-paid conversion rate

• 15% reduction in churn across early lifecycle cohorts

• Shorter time-to-value for new users

• Improved alignment between product, growth, and revenue teams

The client transitioned from a sales-heavy motion to a scalable, product-driven growth engine.

Value Delivered

• Higher-quality conversions without increased CAC

• Clear PLG framework aligned with enterprise sales

• Improved retention and lifetime value

• Sustainable growth driven by product usage, not pressure selling

This case demonstrates how PLG, when treated as a strategic system rather than a UX tweak, can materially impact revenue and retention.

Project Overview

A fintech startup planning to launch a digital-first neo-bank in the UAE faced significant uncertainty around regulatory requirements, customer trust, and competitive positioning.

The founders needed a clear market entry strategy that would:

• de-risk regulatory exposure,

• validate real user demand,

• and support investor conversations ahead of fundraising.

We were engaged to structure the market entry logic, validate assumptions, and build a credible, investor-ready launch narrative.

Key Challenge

The UAE fintech environment presents unique barriers for neo-banks:

• Complex and evolving regulatory frameworks

• High trust thresholds among users when it comes to financial products

• Strong competition from both traditional banks and well-funded fintech players

The client lacked:

• clarity on regulatory pathways,

• evidence of user readiness,

• and a defensible positioning strategy for investors.

Our Approach

We delivered a structured, end-to-end market entry engagement combining strategy, research, and regulatory logic.

1. Competitive & Fee Landscape Audit

• Analyzed regional and international neo-bank competitors

• Benchmarked fee structures, product bundles, and onboarding flows

• Identified white spaces in pricing and value proposition

2. User Adoption & Trust Research

• Conducted user surveys focused on adoption barriers and trust drivers

• Assessed willingness to switch from incumbent banks

• Mapped critical features required for initial adoption

3. Regulatory Mapping & Entry Scenarios

• Mapped applicable regulatory regimes and licensing pathways

• Evaluated alternative launch structures (phased entry, partnerships)

• Identified regulatory risks and mitigation options

4. Market Entry & Positioning Framework

• Defined target customer segments for launch

• Developed a phased go-to-market strategy

• Translated strategy into an investor-ready narrative

Results & Impact

As a direct result of the engagement:

• $15M in seed funding secured

• 12,000+ users joined the pre-launch waitlist

• Clear regulatory and operational roadmap established

• Improved credibility with investors and strategic partners

The project enabled the founders to move from conceptual ambition to a validated, execution-ready market entry plan.

Value Delivered

• Reduced regulatory and go-to-market risk

• Data-backed proof of user demand

• Stronger positioning for fundraising

• Clear strategic direction for launch and scaling

This engagement highlights how structured market entry strategy can accelerate both execution and capital formation in regulated fintech markets.

Project Overview
A U.S.-based luxury apparel retailer was experiencing steady margin erosion despite stable demand and brand recognition.

The core issue was not declining sales, but uncontrolled competitive discounting, inconsistent SKU-level pricing, and a lack of data-driven pricing governance.

The client engaged us to rebuild their pricing strategy from the ground up, with the goal of restoring margins while preserving brand positioning and volume.

Key Challenge

The client operated in a highly competitive luxury segment where:

• Competitors were aggressively discounting across channels

• Pricing decisions were reactive rather than strategic

• High-performing SKUs were underpriced relative to willingness to pay

• Promotional activity diluted perceived brand value

As a result, gross margins were shrinking, and management lacked a clear framework for pricing decisions.

Our Approach
We executed a structured, multi-layer pricing transformation focused on both strategy and execution.

1. Price Elasticity & Demand Analysis

• Analyzed historical sales data to understand price sensitivity by category and SKU

• Identified products with low elasticity suitable for margin expansion

• Segmented SKUs by strategic role (margin drivers, traffic drivers, promotional anchors)

2. Competitive & SKU Benchmarking

• Conducted in-depth benchmarking against key competitors across channels

• Identified mispriced items relative to market and brand positioning

• Mapped pricing gaps and discount patterns at SKU level

3. Dynamic Pricing Model Design

• Developed a dynamic pricing framework linked to:

  • Demand signals

  • Inventory velocity

  • Competitive pressure

• Introduced clear pricing corridors and discount thresholds

• Established rules for promotions to prevent margin leakage

4. Internal Alignment & Governance

• Aligned pricing logic across merchandising, marketing, and finance

• Delivered practical pricing guidelines for ongoing decision-making

• Built a repeatable model the client could operate independently

Results & Impact

Within the first quarter after implementation:

• +22% increase in gross margin

• Q3 growth targets fully achieved without volume loss

• Reduced reliance on blanket discounting

• Improved pricing discipline across product categories

Most importantly, the client regained control over pricing strategy, shifting from reactive discounting to deliberate, data-driven decisions.
Value Delivered

• Margin recovery without brand dilution

• Clear, scalable pricing framework

• Better visibility into SKU-level profitability

• Stronger alignment between strategy and execution

This project demonstrated how pricing — when treated as a strategic lever rather than an operational afterthought — can unlock immediate financial impact.