Fractional product leadership · Ben Brown
When the team is stuck, I find what to do first.
I'm Ben Brown. I help founder-led and growing product teams find the real problem, get leaders aligned, and get shipping. Then I leave behind people who can run it without me.
- new ARR from a product launch
- $1.3M
- customers in the first year
- 137
- new users in three months
- 3×
- annual core growth, sustained through an integration
- 40%
- months to ship, after a turnaround
- 18 → 1
How I work
Take the front. Then hand it off.
In a paceline, one rider takes the wind at the front so the group moves faster, then rotates back so others can lead. That's the whole model.
More on the approach →- 01
Find the real problem
Teams usually know something is wrong. I find what's actually driving it, using customer evidence instead of opinion.
- 02
Get leaders aligned
Stuck decisions get made. I turn competing priorities into one clear answer to what we do first.
- 03
Get teams shipping
A simple, repeatable rhythm (hypothesis, prioritize, design, build) that turns strategy into releases.
- 04
Leave leaders behind
Like riders in a paceline, I take the hard stretch at the front, then rotate someone on your team into the lead.
Selected work
Stuck situations, moving again
9 → 1
competing bets narrowed to one platform thesis
Clarity on what to do first
A founder-led company with a big AI vision, nine competing bets, and a retention problem. I found what was really driving churn and set the order of work, and the team is now shipping that strategy.
Read the case study →$1.3M
incremental ARR across 137 customers
From split steering committee to $1.3M in new ARR
Launched a new business-process product seven months after joining by pointing the roadmap at what was blocking deals. It reached $1.3M in incremental ARR across 137 customers.
Read the case study →3×
new-user acquisition in three months
Building a metric-driven growth engine
A top-three wine app was running plenty of growth experiments without a clear way to tell which ones mattered. With shared metrics and a weekly rhythm, new-user acquisition tripled in three months.
Read the case study →The part that lasts
Leaders I've helped grow
The work isn't done when the roadmap is clear. It's done when someone on your team can run it, whether that's a PM ready for the next level or a founder ready to step back.
- Revenue-enablement SaaSA principal designer became the company's product owner
- LucidBoth PMs I inherited were promoted
- VasionSeveral ICs promoted as they took ownership of outcomes
- SippdThe founder built a repeatable, metric-driven operating rhythm
- PluralsightA leader I brought in from outside product became a Director