[Portfolio Demo]Halverstone Advisory is a fictional practice created byUpstate Web Co.— retainer counts, exit history, and case-study details are illustrative.

/ Recent work

Case studies.
Two-week embargo.

Every engagement gets a written case study at the end. Each one waits two weeks after the engagement formally closes before publishing. Client names held by mutual agreement; numbers are real.

/ 01

B2B SaaS — DevOps

90-day kickoff sprint + 14 months retainer

March 1, 2026

Pricing rebuild for a 4-year-old DevOps SaaS

(name held by mutual agreement)

/ Challenge

A four-year-old DevOps SaaS at $4.2M ARR. Per-seat pricing was punishing adoption — engineering teams capped seats at 5 to manage cost; the product was deeply embedded in those 5 seats but couldn't expand to the broader engineering org.

The founder believed the answer was "move to consumption pricing." We did not move to consumption pricing.

/ Approach

Three weeks of customer interviews + win/loss analysis surfaced the real problem: the product was priced AS IF it was a personal-productivity tool, when buyers thought of it as platform infrastructure.

Repositioned to platform-tier pricing: flat-rate per team, with usage-based add-ons for compute-intensive features only. Eliminated per-seat entirely.

Coordinated three-month customer-comm rollout with the CSM team to manage the transition. Existing customers grandfathered for 12 months.

/ Outcome

  • + Net revenue retention moved from ~108% to ~134% over the following three quarters as accounts expanded internally without seat conversations.
  • + New-business pricing-page conversion (visitor → trial) lifted ~22% in the first month after the page rebuild.
  • + No churn from the pricing transition — the comm strategy held.

/ 02

B2B SaaS — Security

90-day kickoff sprint + 9 months retainer

February 12, 2026

Positioning reset for a security SaaS in a crowded category

(name held by mutual agreement)

/ Challenge

Security SaaS at $2.8M ARR, founded 2022. Category had three well-funded competitors raising at higher valuations and out-marketing. Founder assumed the problem was "we need to spend more on demand-gen."

It was not a demand-gen problem. It was a positioning problem.

/ Approach

The product was being positioned as "X for Y" — generic category positioning that put it in direct comparison with the better-funded competitors. The actual differentiator was a specific technical decision the founder had made about what NOT to do, which positioned the product cleanly outside the category fight.

Rewrote the home page, pricing page, and one anchor essay around the actual differentiator. Cut a feature page that the team had been spending engineering time on. Brought in a content marketer to maintain the new shape week-to-week.

/ Outcome

  • + Inbound demo requests doubled in 90 days post-relaunch. The competitors did not change what they were doing — but customers stopped pattern-matching this product into the same set.
  • + One of the better-funded competitors acquihired in Q4 2026; the remaining two are still fighting in the original category. The repositioned company is not.

/ 03

B2B SaaS — Vertical Fintech

90-day kickoff sprint + ongoing

Embargo lifts 2026-05-15

GTM motion redesign for a vertical-fintech SaaS

(name held by mutual agreement)

/ Challenge

Vertical fintech SaaS, $1.4M ARR. Sales team was running an outbound SDR motion that was generating meetings but not deals. CAC was unsustainable.

Embargo lifts mid-May; full case study available then to subscribers and prior clients.

/ Approach

The first three weeks revealed the SDR meetings were the wrong meetings. The SDR ICP was three years old; the actual customers buying were two segments away.

Redirected the GTM motion to a partner-led + content-led shape that matched the actual buyer journey. Killed the SDR program (one painful conversation), redirected the budget to the new motion.

/ Outcome

  • + Embargo lifts 2026-05-15.

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