Product launch cadence case study

Product at LiveTiles shipped constantly, but for more than a year none of it reached the market as a launch. Sales could not answer “what’s coming” in competitive deals. Customers asked if the platform was still alive, and renewals turned defensive because customer success had no visible progress to point at.

Every launch attempt started as its own negotiation across product, marketing, sales, and customer success, and the coordination cost killed most attempts before the market saw them.

What I did

With the CTO and product leadership, I set a seasonal cadence: three major releases a year in February, June, and October, timed to how customers budget and plan, with smaller releases every two weeks in between. Once everyone knew when launches happened, they stopped relitigating each one.

Tiering carried the most weight. Every release got scored on customer impact, competitive edge, and revenue potential. Tier 1 earned the full go to market with campaign, events, and enablement. Tier 2 earned a note to existing customers. Tier 3 lived in the release notes. That turned the recurring “why didn’t my feature get a campaign” fight into a criteria conversation.

Roadmap sessions three months and one month before each release gave sales, customer success, and regional teams visibility, aligned through a shared GTM brief per release. Launch playbooks named owners for the phases before, during, and after each release. The general method is in how to run a B2B SaaS product launch that drives adoption.

The results

More than ten major releases shipped over the next twelve months, including the company’s first AI features, which grew into the AI product launch. Sales moved from reactive to proactive, building deals around what was coming, and renewals recovered as customers saw a platform reinvesting on a rhythm they could count on. The cadence kept running after I left.