layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

VP of Monetization at digicert | LAYIQ

This role is organized around five core mandates: 1 - Monetization Strategy
Own DigiCert's end-to-end monetization agenda. This means more than pricing — it means defining how the company captures value from its products across segments, channels, and geographies.
Design and steward DigiCert's pricing and packaging architecture across the portfolio, balancing competitive positioning, customer value, and margin expansion.
Build and maintain a monetization framework that reflects usage economics, buyer psychology, and DigiCert's strategic priorities.
Partner with the CPO, GTM, and Finance to identify revenue expansion opportunities — new tiers, bundles, usage-based models, and upsell paths — and operationalize them.
Analyze willingness-to-pay, competitive benchmarks, and cohort-level retention data to continuously refine pricing logic.
Lead pricing governance: own the rhythm of pricing reviews, field feedback loops, and executive reporting on monetization performance.
Drive Product Led Growth (PLG) strategy — optimizing conversion, expansion, and retention levers directly within the product experience.
2 - Product Portfolio Management — Launch to Sunset
Own the full commercial lifecycle of DigiCert's product portfolio, from the moment a new product enters the pipeline to the moment a legacy product exits the market.
Run the New Product Introduction (NPI) process end-to-end: readiness criteria, cross-functionalcoordination, pricing and packaging sign-off, and launch execution.
Own the Product Sunset process: manage the transition from legacy to next-generation products with clarity, customer sensitivity, and commercial discipline — including migration pricing and retention strategies.
Maintain a clear view of portfolio health — what to accelerate, what to rationalize, and what to exit —and bring that perspective to the CPO.
Build the systems and rituals that keep portfolio decisions grounded in data and free from organizational inertia.
3 - Product Intelligence & Insights
Be the analytical engine of the product organization. Turn data into the shared language that product teams, executives, and cross-functional partners use to make decisions.
Analyze product-level P&L, ARR, new ACV, and pipeline across the portfolio — and surface the 'so what' behind the numbers.
Drive product usage analytics: understand how customers engage with the product, where value is realized, and where it is lost.
Own funnel analytics — adoption rates, abandonment, expansion — and translate findings into product and commercial recommendations.
Build and maintain the executive reporting cadence for the CPO: board prep, QBRs, and ad hoc requests from the business.
Establish the data infrastructure and analytical standards that allow the product organization to operate with a shared, trusted view of performance.
4 - Product GTM Acceleration
Serve as the product organization's primary interface with Sales, Marketing, and Customer Success — ensuring that great products reach the market with the positioning, readiness, and field support they need to win.
Drive cross-functional alignment on product launches: coordinate with GTM teams on messaging, enablement, pricing readiness, and launch timing.
Identify and remove friction in the sales motion — whether that's packaging complexity, unclear positioning, missing collateral, or gaps in the product experience.
Manage technical and strategic partnerships: oversee third-party integrations, evaluate new partner commercial models, and build business plans for new opportunities.
Help the product organization run more experiments — faster feedback loops, better instrumentation, and a culture of testing and learning.
5 - Office of the CPO
Act as the CPO's strategic partner and operational right hand — ensuring the product organization operates with clarity, alignment, and momentum.
Own the CPO's operating rhythm: staff meetings, offsites, strategic planning cycles, and cross-functional forums.
Serve as a thought leader and trusted advisor — helping the CPO think through hard problems, stress-test decisions, and communicate with clarity to the business.
Drive strategic initiatives at the CPO's direction — from M&A support and due diligence to org design and capability building.
Standardize how the product organization communicates internally and externally: templates, narratives, and the connective tissue between product and the business.VP of Product Strategy & Chief of Staff to the CPO
Represent the CPO's priorities in cross-functional forums and ensure follow-through on key commitments

VP of Monetization

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