The team ships. The metrics go up. But the results don't follow.
I work with companies that have already found traction, but notice that growth is amplifying the product's problems — not the value it generates. Every new result demands more effort, and part of that effort no longer comes from the product.
I step into that moment to separate signals from causes, as an internal leader or project partner.
Danilo Campos · 15+ years in product and growth · founder of MeuCarrinho (acquired by Buscapé) · ex-Empiricus (+450k subscribers)
Growing products tend to hit one of these moments.
The product is busier than ever.
But that hasn't turned into retention, expansion, or revenue.
Activation improved. Engagement went up. Releases ship, the backlog stays full. But perceived value didn't keep up.
Renewal and expansion keep happening, but they no longer happen on their own: CS starts stepping in earlier, discounts become a recurring tool, and the upsell the product should generate naturally now depends on a separate process.
Result: activity and delivery are growing faster than the impact they produce. The product no longer sustains growth on its own.
The product is growing.
But decisions still run through the founder.
The roadmap exists, but priorities shift every week. Strategic, commercial, and operational demands compete for attention at the same time. The team delivers. The founder remains the convergence point for nearly every important decision.
Result: the company grows in revenue, but not in decision-making capacity. Sooner or later, that becomes a ceiling.
The product works.
But the company is trying to be too many things at once.
New segments come in, new use cases show up, and sales starts selling to increasingly different profiles. Each decision seems to make sense on its own.
But the product loses focus, positioning weakens, and the roadmap tries to serve everyone.
Result: growth without a clear market direction.
The next growth cycle needs a new product.
But the company doesn't yet know how to launch it.
There's a clear opportunity: a new vertical, a new segment, an adjacent product. The company has revenue, has a team, has a market.
But launching something new from inside an operation that already works is different from optimizing what exists. What's missing is someone to turn the opportunity into a product, an offer, and the first paying customers.
Result: the opportunity exists, but it doesn't turn into revenue.
If you recognize your company in any of these situations, what's usually missing isn't more people, more process, or more effort.
What's usually missing is someone responsible for turning these signals into decisions — before they turn into churn, stagnation, or loss of focus.
The approach varies. The goal doesn't.
Depending on where the company is, this can happen in two ways.
For companies that are growing, but feel that decisions have gotten harder.
I step in to work alongside the founder, CEO, and the company's leaders, helping to:
- · define direction and focus for the product
- · turn business signals into clear priorities
- · structure and develop the product function
- · align product, growth, and company goals
- · build decision-making capacity independent of the founder
I can be the company's first product hire or step into an existing operation. The goal is to build an organization capable of sustaining growth with more clarity, consistency, and autonomy.
A continuous, dedicated role, with the format defined together with company leadership.
For companies that need to solve an important problem before it limits the next growth cycle.
Clear problem. Defined scope. Real deadline.
I work with leadership and the team to investigate causes, make decisions, and implement changes across areas like:
- · retention and revenue expansion
- · monetization and pricing
- · new products and new revenue streams
- · positioning and market focus
- · activation, engagement, and adoption
I don't hand over a report full of recommendations.
I stay involved until decisions are implemented, the product changes, and results start to show.
Scope, deliverables, and timeline defined before we start.
Different contexts. The same goal: turning product into business results.
−70%
initial churn (30% → 9%)
Acquisition was working. The problem happened before users reached their first moment of value. I redesigned activation, onboarding, and early value delivery.
→ More customers reaching value without increasing operational effort.
+50%
in-app sales, in the first month after the relaunch
The app had an audience, but contributed little to revenue. I redefined the freemium strategy around subscribers' perceived value, and relaunched the product.
→ Product contributing directly to revenue growth.
22x
user engagement, over 12 months
Users were trying the product. Few were forming a habit. I redesigned the experience around reducing friction, recurrence, and usage loops, measuring what actually mattered: items added and checked off in lists per active user.
→ Growth sustained by behavior, not by acquisition.
+R$50K
in new MRR (in 3 months)
There was validated technology, but little clarity on ICP, problem, and value proposition. I structured the offer, ran validation with customers, and launched a new computer vision product.
→ New recurring revenue in three months.
37%
purchase intent validated in 1 month
I turned operational data into a new product opportunity using generative AI. I validated the concept with a pilot group of 8 clients through interviews, prototypes, and concierge tests: 3 of them asked, on their own, to discuss a commercial proposal.
→ Commercial interest validated in one month.
P&G · Unilever
and 3M as clients
I built a recommendation engine that became a new revenue line: brands paying to have their products recommended to the right users, inside the experience they already used.
→ A new B2B revenue line built on top of what already existed.
What shaped the way I work
MeuCarrinho
Solo PM from concept to acquisition by Buscapé.
I built product, growth, and operations with no prior structure or playbook.
Legurmê
Launched more than 30 products and built a nationwide operation from scratch.
Learned in practice how product, margin, execution, and growth connect.
Empiricus
Led product for over 450,000 subscribers.
Built the teams, processes, and decisions to sustain growth at real scale.
Cogtive
Turned new opportunities into B2B AI products.
From concept to validation and first paying customers.
I've worked across very different contexts and, despite the differences, kept seeing the same pattern.
A good product doesn't scale on its own.
At some point, growth starts to depend less on new features and more on the quality of decisions.
Recognizing that pattern and knowing what to do with it is the core of the work I do.
Who this works for
Works best for companies that already have:
- · a validated product, with paying customers
- · real growth, and the sense that sustaining it is getting harder
- · an important product decision to make (or a product function that needs to be structured)
It's probably not the right fit if you
- · are still searching for product-market fit
- · want a generic playbook
- · aren't willing to change what isn't working
Want to talk about where you're at? Just fill in the form below.
No pitch. No sales process. You talk, I listen, and we decide together whether it makes sense to move forward.
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