Lia Parkhurst

I work with B2B SaaS founders and product leaders at growth inflection points. Your team is busy. You have a full sales pipeline (and even fuller calendars). Engineering is working long hours to meet deadlines. The product team has a hearty backlog of feature requests. But lately, something's off...you can feel it, even if you can't name it yet. HOW I RUN SESSIONS I'll ask you a few questions, and then I'll listen while you share where you’ve been, what you’re building toward, and the symptoms you’re noticing across your organization. You'll leave the call with a clearer read on your situation (and a new connection who cares about your business). WHERE THIS COMES FROM 20+ years of pattern recognition in product management, leadership, and strategy at growth-stage B2B SaaS companies spanning 7+ industries, through five acquisitions and a $933M merger. I've seen what happens when a roadmap is aligned to revenue, and I've seen the misalignment patterns that cause cracks to spread through an organization. The bad news: cash bleeds through those cracks. The good news: these patterns are predictable and fixable; they're just nearly impossible to see clearly from the inside.

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  Idea validation

  Before you build it, let's pressure-test whether it deserves to exist. I help founders separate the bets worth funding from the ones that will quietly burn engineering months through validation experiments, kill criteria, and honest build/buy/partner calls. I've watched companies reinvent wheels that were already rolling and fund features nobody asked for. The most expensive words in product are "we might as well finish it."

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  Leadership

  When every significant call routes through you, time-to-decision is capped by your bandwidth, and decision quality is capped by your fatigue. That's not a discipline problem, it's a structural one - and it's fixable. I help you figure out which decisions actually need you, and build a way for the rest to move without you in the room. Where that line sits is different for every founder, and it's rarely where you'd guess.

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  Product management

  Roadmaps that connect to revenue, not just engineering output. We'll look at how much of what you're planning/building is tied to numbers that matter. Most teams can tell you what they're working on. Fewer can tell you why (in terms of actual dollars) each thing earned its place. That's where the real conversation starts.