Paula Ward

• 10% — New Logo Revenue from Self-service

JAMF sold subscriptions through a fully sales-led process, even for small, transactional purchases. This created friction for self-directed buyers who wanted to purchase quickly, slowed deal velocity for the sales team on low-value deals, and left a large segment of price-sensitive customers underserved by the existing buying experience.

I led the design and launch of Jamf’s first self-serve eCommerce platform, allowing customers to discover, configure, quote, and purchase subscriptions entirely online. I used A/B testing and behavioral data to optimize the purchase funnel and built a long-term business case, using usage and market analysis, to secure executive approval for continued investment.

The platform became a scalable, product-led growth channel, generating 10% of new revenue through self-serve acquisition alone and meaningfully reducing sales touch on transactional purchases, freeing the team to focus on higher-value deals.

• 50% — ARR Growth
• $25 Million — Annual Revenue Stream

Jamf’s SMB product line lacked a deliberate pricing and packaging strategy, with no clear long-term north star or ideal customer profile defined. The pricing hadn’t changed in years. Revenue growth was inconsistent, and the business was leaving meaningful ARR on the table by under-pricing.

I defined the strategic intent and long-term vision for the SMB product for the first time, then redesigned pricing and packaging. I used CAC and LTV analysis to guide retention-focused pricing decisions, ensuring growth did not come at the expense of acquisition efficiency.

The pricing and packaging overhaul grew ARR by 50% to $25 million while lowering customer acquisition costs and preserving strong LTV, proving that thoughtful segmentation could drive both growth and efficiency simultaneously.

• 347% — Gross Profit Improvement
• $40 Million — Retail Account Value

Sony Pictures’ relationship with its largest retail account, Best Buy, was underperforming in terms of profitability despite significant volume. Pricing, promotions, and assortment decisions were not tightly coordinated, and Sony had no direct control over retail pricing, only indirect commercial levers to influence outcomes.

I managed the full $40 million account P&L and rebuilt the annual strategy across pricing, promotions, and lifecycle planning. I led vendor support negotiations and promotional architecture to indirectly influence retail pricing, and built forecasting and post-mortem analytics models to continuously refine the approach.

This data-informed pricing and promotional strategy delivered 347% gross profit growth within a single year, demonstrating that disciplined account management and analytics could meaningfully move profitability even without direct pricing control.

• $50+ Million — Annual Revenue
• 20,000 — Products Listed

A small proof of concept built by engineering had connected Best Buy to eBay as a sales channel, but it was not built to scale. It lacked support for new categories, key API fields, the speed and reliability a high-volume marketplace demands, and the compliance information needed to operate safely at scale.

I guided the engineering team from a product management perspective on what it would take to scale the POC into a real channel: expanding category and API coverage, improving speed and reliability, and building in compliance requirements. I also worked directly with eBay and with vendors on collections and promotions to grow the catalog and drive demand.

The eBay channel grew to roughly $50 million as part of a broader $100 million eCommerce and marketplace expansion, becoming one of the largest single contributors to that growth and proving the POC could scale into a durable sales channel.

• 20% — Of One Partner’s Total Sales Routed Through This Channel
• **40 ** — Vendor Contracts Negotiated

OEM partners selling on their own branded websites lacked a reliable way to fulfill and complete purchases, creating friction at the final step of the buying journey. Without a trusted checkout option built into their own branded experience, partners were losing sales they should have been able to capture directly.

I oversaw the scaling and business development behind a mini checkout solution, embedding a reliable, Best Buy-powered purchasing option directly into OEM-branded websites. This gave partners a trustworthy way to complete transactions on their own sites while Best Buy handled the underlying commerce infrastructure.

One partner reported that 20% of their total sales were routed through this Best Buy-powered checkout, a meaningful 3rd-party validation of the solution. Best Buy gained incremental revenue and market share from the expanded channel.