Real Estate Marketing SaaS

W-2 role

From Dashboard Chaos to a Product Analytics Program

Work performed as in-house Product Analytics lead (W-2) prior to founding Gold Street Software; included here to show approach and outcomes.

Context

Bootstrapped vertical SaaS (~$8M ARR) serving real estate marketing ops. Multiple tools, inconsistent definitions, slow decision cycles. There was no product analytics program, so the job was to build one from zero.

Problem

"Lots of dashboards, little truth. Activation and retention definitions drift across teams, and we ship features we can't measure."

What I did

•Ran continuous Signals Diagnostics across features, teams and stages of the product; defined a clear North Star and KPI tree (activation, retention cohorts, monetization).
•Implemented a company-wide event schema across app and admin; set naming conventions and a QA harness.
•Shipped the first data warehouse and pipelines and dashboards (activation, retention/cohorts, monetization).
•Instituted release measurement rituals and a monthly KPI review cadence.

Before → After

30-day churn

Down 35%

Year over year

Time to reliable answer

Days → Hours

Dramatically faster

Features with measurement plans

Improved

Most releases measured

Event Coverage

100%

and following a unified strategy

Outcome

One source of truth reduced debate time and enabled measurable releases. Leadership had board-ready metrics; product/eng made faster, aligned decisions.

Stack

Mixpanel; multiple first and third-party databases → warehouse; dbt starter; Google Analytics; VWO

Engagement shape

Signals Diagnostic → Spine Build (Instrumentation + Models/Dashboards) → Steward cadence.

Have a similar problem?

A short fit call first. If a diagnostic is the right next step, it ends with a written 90-day plan.

Start with a fit call