Real engagements, real outcomes

The situation

Valid Network had closed a seed round and was mid-strategic-shift. The technology was strong — a crypto intelligence platform with real differentiation — but the product function didn't exist. No roadmap, no user research, no GTM plan, no clear owner for any of it. The founding team was engineering-heavy and moving fast, but without a product layer to connect technology to market.

What we were brought in to do

Gal joined as Head of Product. The remit was broad: understand the market, build the product foundation, and get the company to first revenue as fast as possible.

How we worked

The first two weeks were assessment. Gal ran competitive analysis, conducted user interviews across the target segments, and built detailed personas. This gave the team a shared picture of who they were building for and what the competitive landscape actually looked like — not assumptions, but evidence.

From there, Gal built the product vision and owned the roadmap. He worked directly alongside engineering — writing feature specs, setting priorities, and making the hard calls on what to build first and what to cut. He also ran weekly product reviews to keep the team aligned as decisions changed.

In parallel, GTM was live from week three. Using his network, Gal identified five design partners that covered the full range of target use cases. He created product marketing materials, ran weekly working sessions with each partner, and structured the feedback loops so that everything coming back from the field went directly into product development. The design partner relationships were not passive — they were active, structured, and tied to specific product decisions.

Gal also became a meaningful part of the leadership team. The CEO brought him into complex business and strategic decisions well beyond product scope — fundraising conversations, hiring decisions, partnership strategy. This kind of integration is what separates a product leader from a consultant.

The result

Within four months: five design partners signed covering all target use cases, three converted to paying customers, and the team had a product function it didn't have before. The roadmap was clear, engineering knew what to build and why, and there was a repeatable process for getting from user input to shipped product.

"Gal took a key role in bringing on our initial clients and design partners. He established himself as a leader in the organization and as a trusted advisor. I involved him in many of the complex business and strategic decisions I faced."

— Kfir Nissan, CEO, Valid Network

The context

Blockscience works with crypto projects to model and validate protocol behavior — particularly token economics and incentive design. Their clients include some of the most significant protocols in the space. The work involves translating complex economic mechanisms into measurable, simulation-backed decisions.

Gal's role

Gal supported Blockscience in the product layer of these engagements. For each protocol, that meant defining the goals and vision for the token economic system, mapping the features and behaviors the protocol needed to support, and quantifying the expected impact of different designs through simulation outputs.

This required deep fluency in token mechanics, incentive design, and the tradeoffs between on-chain and off-chain approaches — as well as the ability to translate simulation results into product decisions that engineering teams could act on.

What made it work

Blockscience's models are rigorous but complex. Gal's role was to bridge between the quantitative analysis and the product decisions — making sure the outputs from simulation informed what got built, not just what got reported. That meant working closely with both the Blockscience team and the client-side engineering and product teams at each protocol.

The protocols ranged across DeFi, L1/L2 infrastructure, and governance systems — each with different constraints, different user behaviors, and different failure modes to design around.

The situation

A B2B SaaS provider had just landed its first large enterprise client — a major win that also created a serious problem. The entire product roadmap was being shaped by that one client's demands, and the platform was missing most of the features needed to compete in the broader market. There was no product manager, no formal process, no UX or QA function. The CEO was filling the product role verbally, leading to constant misalignment and rework. The company's growth strategy depended on turning this flagship relationship into a repeatable model — but without product discipline, that wasn't going to happen.

What we were brought in to do

Gal joined as Head of Product with a clear mandate: own the product function end to end, bring structure to the team, and turn the flagship enterprise relationship into a foundation for growth rather than a ceiling on it.

How we worked

The first priority was creating the conditions for reliable delivery. Gal introduced structured two-week sprints, backlog grooming, technical grooming with engineering, sprint reviews, and quarterly roadmap sessions with leadership. Ad hoc deployments and verbal communication were replaced with a clear operating rhythm. Engineering, leadership, and the enterprise client finally had shared visibility into what was being built and why.

In parallel, Gal went deep with the enterprise client to map their workflows and adoption blockers, combined with a competitive analysis of the broader market. He identified three table-stakes features that would both satisfy the client and make the platform genuinely competitive. He secured budget to expand the engineering team and hired a designer who built a design language system and raised UX quality across the product.

For 18 months, Gal directly ran client success for the anchor account — driving adoption, leading training, and closing the feedback loop between real users and the product team. The relationship went from the company's biggest risk to its most stable asset, and eventually an active referral source. Once traction justified it, he transitioned the function to a dedicated hire and refocused on product strategy and roadmap.

The result

Product revenue grew approximately 4x. Win rate against competing platforms increased roughly 5x. New client onboarding dropped from about three weeks to less than one day. NPS with enterprise clients landed approximately 25 points above market average. The client base grew from one anchor client to more than 10, with zero churn.

The situation

A SaaS provider had sold its platform to a large enterprise client before the product was ready. Promised features were missing, existing ones were incomplete, and the client represented a significant share of company revenue — meaning any failure here threatened the business itself. The development team was fully outsourced, under-vetted, and operating in a loose waterfall style with no real process. Fast-moving but sloppy, it generated constant bugs and rework. There was no QA, no UX function, and no client success. The company was at serious risk of losing the relationship before it had a chance to build on it.

What we were brought in to do

Gal joined as Head of Product with a mandate to walk into a live crisis and bring order without blowing everything up — fix the team, the process, and the client relationship simultaneously, and build something durable enough to serve future enterprise clients, not just survive this one.

How we worked

Gal immediately focused on creating conditions for reliable delivery. He introduced structured sprints with planning, backlog grooming, daily standups, sprint reviews, and retrospectives. A clear bug-reporting and triage process replaced the habit of chasing fires, and defect work was prioritized against new feature work for the first time. He evaluated the outsourced team's performance and code quality and made the call to replace two underperforming developers. Both replacements are still with the company today and have since been promoted.

He pushed to bring in the roles that had been missing from the start. QA and UX were added, with testing standards, acceptance criteria, and design processes built into the workflow — so quality and usability were baked in rather than caught at the end. He also made a deliberate decision to reserve time every quarter for infrastructure and admin tooling, even as the client and internal stakeholders pushed for more features. Some bespoke requests were deferred. The platform was being built for scale, not just for one client.

With no client success function in place, Gal filled the role himself. He learned the original client agreement thoroughly, built direct relationships with the client's leadership and active users, and introduced candidate surveys and metrics to close the feedback loop into the product team. The at-risk relationship became a stable, expanding one — and eventually an active reference for new enterprise clients.

The result

Bug rate dropped from approximately 25% to under 5% — a 5x improvement. Support incidents reduced from approximately 3% to under 1% — more than 3x. Application completion rates reached 82%, up from approximately 70%. Year-over-year platform usage growth reached approximately 2x. The large enterprise client relationship stabilized, expanded, and became a reference, and the platform was positioned to serve a broader enterprise client base.