Product-Market Fit Diagnostic for an HR-Tech SaaS Platform

The company had several hundred paying customers across company sizes and industries, but growth was uneven and leadership disagreed on which segment to prioritise.

Revenue data showed who was buying but not why some customers expanded while others stalled. Investors were asking for evidence of where the product was essential.

Establish where product-market fit is strongest, what drives it, and which segment to focus the next 18 months of growth on.

• Which segments would be most disappointed to lose the product, and why?
• Which jobs-to-be-done does the product serve best?
• Why do some accounts expand while similar ones churn?
• Is the strongest pull in a segment the company is not currently targeting?

Jobs-to-be-done interviews

HR leaders, payroll managers and end users across active, churned and lost accounts.

PMF survey

A short survey to the full customer base, analysed by company size, industry and use case.

Usage triangulation

Survey responses matched to anonymised product-usage tiers shared by the client.

Synthesis workshop

Leadership session to agree the focus segment and roadmap implications.

• ~28 jobs-to-be-done IDIs
• ~350 PMF survey responses
• Geography — India

• Fit was strongest among mid-sized companies with distributed workforces, not the enterprise segment sales was chasing.
• Two features drove most of the perceived value; several heavily marketed features were rarely mentioned.
• Churned accounts often lacked an internal owner after onboarding.
• Smaller companies valued the product but were highly price-sensitive.

• Refocus sales and marketing on the mid-market segment with distributed teams.
• Lead positioning with the two value-driving capabilities.
• Introduce an onboarding programme that secures an internal product owner.

Leadership gained a segment-level view of product-market fit, an evidence-based ideal customer profile and a clear growth narrative for investor discussions.