Lana Khimka · Interim / Fractional CPO

Turn early B2B traction into repeatable growth

You’ve built a product from deep domain expertise and validated it with early traction. What’s missing is consistent, repeatable growth.

I work as an interim product leader to turn your product into something your customers rely on, renew, and expand—so revenue becomes predictable and scalable.

Let's talk

The situation you are likely in

You have some traction, but it’s not consistent. Customers show interest, but there’s no real urgency to buy.

At the same time:

Your product team is busy building, but revenue isn’t moving in line with it
Deals stall or slow down because the product doesn’t fully meet what prospects need
Product direction is driven by sales pressure, leading to a fragmented roadmap
Customer requests pile up, expectations aren’t met, and churn increases
You as a founder are pulled into most product decisions, slowing progress
Product complexity keeps growing, making it harder to ship and maintain speed

You’ve identified a real customer problem and proven demand with early deals — but not in a way that drives repeatable growth.

This points to gaps in product–market fit.

What I Do

As an interim Chief Product Officer, I help B2B companies move from early traction to repeatable, scalable growth. Most teams don’t struggle with ideas—they struggle with focus, consistency, and proving what actually works.

1. Define the Right Customer

Break down customers by segment, use case, and buyer
Look at where deals close fastest and expand
Talk to customers to understand why they buy
Reset ICP and enforce it in sales and roadmap

Outcome: Clear primary and secondary customer segments that define what to build, how to sell, and who to target

2. Focus the Product Around a Core Use Case

Identify the use case driving retention and expansion
Refocus roadmap around a small number of product bets
Remove or deprioritize work outside that scope
Set clear product boundaries

Outcome: Product strategy built on a few clear bets, a roadmap with milestones that compound value, and defined product scope

3. Establish Retention and Expansion

Set up product analytics across the full funnel
Define activation, retention, and expansion metrics
Improve onboarding to reduce time to value
Use data to drive product changes

Outcome: A measurable acquisition-to-retention funnel that can be tracked and improved

4. Embed Product into Go-To-Market

Work with GTM to map the buyer journey
Introduce product into key acquisition and conversion steps
Align product experience with messaging and sales flow
Use product signals to support qualification and conversion

Outcome: Product is part of how customers evaluate and adopt—not only part of later-stage sales

5. Align Pricing with Value

Analyze how customers derive value from the product
Align pricing with usage or outcomes
Simplify packaging
Define upgrade paths based on product adoption

Outcome: Pricing that reflects product usage, supports margin, and enables expansion

Result: Product–market fit that holds under scale.

How to work with me

Option 1 — Interim

Embedded, execution-oriented role with defined ownership and outcomes.

Engagement: 2–4 days per week; weekly leadership sync plus working sessions with product, engineering, and the executive team

What I bring: Executive ownership of product direction, operating model, and outcomes

What I do: Lead product strategy and roadmap; drive hands-on execution; run cross-functional alignment; implement strong product practices

Option 2 — Advisory

Lightweight, strategic input without direct ownership or execution.

Engagement: 2–4 sessions per month; async input as needed

What I bring: External perspective; expertise; challenge assumptions

What I do: Advise on decisions, review plans, pressure-test trade-offs, support leadership alignment

What I don’t do: No execution, no team management, no ownership of roadmap or delivery, no day-to-day involvement

Why me

Experience

17 years building and scaling product

Including 7 years in leadership roles focused on scaling product organisations.

Trusted by

Latana Yandex Ladenzeile Mailshake Moressier XOM Materials Memfault Zoomshift Mind the Product

Track record

MVP to Series A. Growth to exit.

Led B2B products from early traction into scalable growth, turning product into a consistent driver of revenue and retention.

Dalia acquired by PureSpectrum · Latana Series B

Complexity

Technical depth and clear decisions in complex environments

Experience across AI/ML, real-time systems, and complex SaaS products.

“Lana helped us move from founder-led product chaos to structured, confident decision-making.”

She turned scattered ideas into clear priorities, connected product decisions to business impact, and created a coherent foundation for how we operate product.

What stood out was her ability to challenge us without ego — understanding the founder perspective while guiding us toward better, more practical decisions.

For early-stage companies with traction but too many ideas, shifting priorities, or unclear customer focus, she brings the structure and judgment needed to move forward with confidence.” — Fritz, Founder / Startup Advisor

“She led one of our largest (8-figure) and most complex business lines, owning strategy end-to-end and setting the path and milestones that drove successful execution and predictable outcomes.” — Fernando Guillén Suárez, CTO Dalia Research

“She ramped up quickly in a new business environment and helped guide the team through a leadership transition, bringing structure and clarity to product decisions.” — Dan Gebler, CPO, Moressier