We run the interviews and the surveys, then write up the recommendation, the go or no-go, and the buyer evidence underneath both. Most projects come down to a single question, and the whole study gets built around answering that one.
RAY Product Studio is run by Veronika Popova. We work with B2B SaaS, edtech and fintech teams in the US, Europe, the Gulf and South-East Asia.
We start from the decision you’re trying to make, and work out what evidence would actually settle it.
Ten to twenty-five conversations with the people who buy, or refuse to. Five at a time, so each round sharpens the next.
One document at the end. The recommendation, the go or no-go, and the proof sitting underneath both.
Outbound had stopped converting and nobody could say why. We interviewed CMOs and came back with the words they use for the problem themselves. Those words are in the sales decks now, in place of the copy the team had written on their behalf.
A launch into a new demographic, with nothing to say whether the segment would buy, at what price, or where you’d reach them. We built a five-segment behavioural model and gave each segment its own language, messaging and price. The team made the launch call on evidence.
A new B2B product aimed at C-level buyers, and no buying signal from that level to work from. Interviews with the target buyers produced the positioning, the messaging, and a map of how those buyers decide. The launch went out with C-level copy on day one. That usually takes three rounds of rewrites to reach.
They needed to know how competitors actually sold and priced before committing to a lane. So we went and bought from seven of them. Full sales cycles, every touchpoint, screen recordings. What came out was a competitive map with four positioning options and the gaps worth taking.
Teams usually call at one of two moments: growth has flatlined and the obvious hypotheses are used up, or a new market, category or segment is on the plan and the budget hasn't gone in yet. Four questions cover most of what they ask.
ICP definition and segment validation, for new products and new markets.
Funnel and conversion diagnostics after launch. The why behind the what.
Jobs-to-be-done research that sets the roadmap, or reranks the one you have.
Pricing and willingness-to-pay research, built on what buyers actually do with their money.
The call, and the proof under it. No forty-slide deck of promising directions, no transcript archive nobody opens.
We came up through product and operations. Your unit economics and your funnel logic stay in the room while the research runs, so what comes back fits the business you’re actually running.
Five interviews, then we work out what to ask next, then five more. Saturation lands around seven to twelve well-chosen conversations; past that you pay for the same answer in new words.
Every engagement ends with three things:
Behind that sit ten to twenty-five in-depth interviews, scoped to the question. We add layers when the decision needs them: competitive intelligence, cold calls to leads who didn't buy, UX tests, market sizing, a panel survey when the answer has to carry a number, and an operator's read on your unit economics.
We start from the decision you’re trying to make and work backwards to the evidence it needs. If interviews are the wrong instrument for it, we say so.
Three to four weeks for a focused study. Six to twelve for multi-phase work. Retainers for teams with rolling questions.
Scoped to the project and quoted before anything starts. Bring the question and we’ll tell you what answering it properly costs.
Have a decision to make? Bring it, and we’ll work out together what evidence the answer needs.
Book a 30-minute intro call →Did you fill in one of our surveys, or get an invitation to an interview?
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