Positioning, Packaging & Pricing Strategy

Context

LiveTiles, a leader in digital workplace software, faced a critical growth challenge. Years of acquisitions and product expansion had resulted in a fragmented portfolio of seven separate products.

This complexity created friction in the sales process, confused customers about which solutions to buy, and limited LiveTiles’ ability to expand revenue within existing accounts.

The fragmented approach also hindered competitive positioning. Without a cohesive product narrative, LiveTiles struggled to gain recognition from industry analysts like Gartner and IDC, limiting enterprise credibility. Meanwhile, competitors with simpler, more integrated offerings were winning deals by emphasizing platform value over point solutions.

The company needed to transform its go-to-market approach to support land-and-expand growth. This required rethinking not just messaging, but the fundamental structure of how products were packaged, priced, and positioned in market.

The stakes were high: enterprise buyers expected platform solutions, and without strategic repositioning, LiveTiles risked being perceived as a collection of disconnected tools rather than an integrated workplace platform.

Approach

As Head of Product Marketing, I led a comprehensive repositioning and packaging redesign initiative grounded in customer research and competitive analysis.

My hypothesis was that simplifying the portfolio and creating clear upgrade paths would unlock revenue expansion while improving sales efficiency. I started with qualitative and quantitative research across customers, partners, and internal stakeholders.

The goal was to understand buying patterns, identify friction points in the sales cycle, and uncover expansion opportunities we were missing. The research revealed that customers valued integration and platform thinking but struggled to understand how LiveTiles’ seven products worked together.

This insight drove a strategic decision to consolidate seven products into one core platform with a mobile version and Active Directory as a premium add-on.

Rather than selling individual point solutions, we would lead with platform value and create a natural expansion path through Active Directory.

I worked closely with product and Ops teams to model the economics of this shift. We analyzed customer usage data, pricing benchmarks, and expansion patterns to design tiering that would increase average revenue per user while maintaining competitive positioning. The key was creating meaningful value differentiation between the core platform and the Active Directory expansion without fragmenting the portfolio again.

Simultaneously, I led the repositioning work to align brand messaging with the new platform narrative. This required shifting from “intelligent workplace” positioning to focused “Enterprise Intranet for M365” messaging that resonated with enterprise buyers and analyst evaluation criteria.
Cross-functional alignment was critical. I coordinated across product, sales, customer success, and marketing to ensure the new packaging, pricing, and positioning launched cohesively.

This included sales enablement, customer communication plans, and analyst briefings timed with the repositioning.

Solution

The execution centered on three integrated workstreams: portfolio simplification, pricing strategy, and market repositioning.

For portfolio simplification, I led the consolidation of seven disparate products into a unified platform offering. This wasn’t just rebranding, it required defining which capabilities belonged in the core platform versus expansion products. Active Directory became the strategic upsell, positioned as the premium capability for enterprises needing advanced integration and security features.

The pricing strategy introduced clear upgrade paths designed to support land-and-expand motion. Customers could start with the core platform (including mobile capabilities) and expand into Active Directory as their needs grew. This structure removed the complexity of choosing between seven products while creating natural revenue expansion opportunities.

I developed a comprehensive messaging framework that reflected the new platform positioning. This framework unified all customer-facing communications around “Enterprise Intranet for M365 and enterprise collaboration”, replacing the fragmented messaging that had characterized different product lines.

The framework included value propositions for different buyer personas, competitive differentiation points, and proof points aligned with analyst evaluation criteria.
Sales enablement was extensive. I created new pitch decks, battle cards, and demo scripts that emphasized platform value and expansion opportunities. Training focused on shifting sales conversations from feature comparisons to business outcome discussions that resonated with enterprise buyers.

For analyst relations, I orchestrated briefings with Gartner and IDC analysts, positioning LiveTiles within their evaluation frameworks using the new platform narrative. This required translating product capabilities into the language analysts used to assess digital workplace vendors.

Throughout execution, I maintained alignment across global teams in EMEA, APAC, and US. Regular cross-functional check-ins ensured consistent rollout and addressed regional adaptation needs without fragmenting the core positioning.

Results

The packaging redesign delivered a (circa) 20% ARPU increase over 12 months, representing significant revenue expansion from the existing customer base. The simplified portfolio and clear upgrade paths made it easier for customers to expand their LiveTiles investment, with Active Directory adoption driving the majority of ARPU growth.

Pipeline efficiency improved with sales cycles benefiting from clearer positioning. The unified platform narrative reduced the time sales teams spent explaining product relationships, allowing them to focus on business value conversations. Pipeline conversion rates increased by approximately 15-20% as the simplified story resonated more effectively with enterprise buyers.

The repositioning achieved first-time recognition from both Gartner and IDC. LiveTiles was included in the Gartner Magic Quadrant and IDC MarketScape reports for digital workplace solutions, validating the strategic positioning and opening doors to enterprise opportunities that required analyst validation. This recognition became a powerful sales asset in enterprise deals.

Beyond quantitative outcomes, the initiative established repeatable processes for product packaging and positioning that supported subsequent launches. The framework I built became the foundation for future portfolio decisions as LiveTiles continued to evolve its product strategy.

When LiveTiles was later acquired by Omnia, the refined positioning and simplified portfolio aligned well with the acquirer’s vision, making the integration smoother for customers and internal teams. The work had created a platform story that transcended individual products and supported long-term strategic growth.