Real results for real product teams.

Real Estate Tech Sees 48% Growth
Productiv partnered with a real estate tech firm to sharpen go-to-market, boost engagement, and drive growth with a data-driven foundation.
Refined the Ideal Customer Profile
We helped the team identify their true target audience by analyzing usage patterns, feedback, and behavioral data. This allowed us to build a strong, actionable ICP to guide both product and marketing strategies.
Repositioned the Product
We worked closely with leadership and marketing to reframe the product’s messaging to speak directly to the ICP’s pain points and investment goals. This included website copy, feature prioritization, and onboarding flow adjustments.
Built a Go-to-Market Strategy
We crafted a streamlined GTM plan that prioritized channels and partnerships most likely to reach the ICP. We also established feedback loops between sales, product, and support to keep messaging and product development aligned.
Implemented Product Analytics
We introduced a clear data framework and implemented product analytics tools to measure feature usage, conversion drop-off points, and user engagement trends—turning guesswork into insights.
With a clear ICP and sharper positioning, the company finally had the focus it needed to scale effectively.
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48% increase in conversion
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60% increase in retention
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Realignment of product and marketing strategy toward high-value opportunities
These improvements helped the team reclaim confidence in their direction and created a measurable path to growth that was scalable and sustainable.
Client Impact
Targeted Positioning Drove Growth for a Real Estate Tech Platform
Working with Productiv transformed our product trajectory. Before, we struggled to get traction despite a solid platform. Productiv quickly identified the gaps in our go-to-market approach, helped us focus on the right customer segments, and built a data-driven foundation for growth. Their strategic guidance gave us clarity and confidence, and we’re now seeing engagement and conversions we couldn’t unlock on our own.
You don’t have a roadmap problem. You have a decision-making problem dressed up as one.
Every quarter you stay the product brain is another quarter the team ships the wrong things — and another quarter further from a Head of Product hire that will actually work.