An underserved ICP hiding in the usage data.
CallHub's core business serves political campaigns and advocacy groups. But cohort analysis kept surfacing a stubborn segment: nonprofits running fundraising drives on tooling built for voter outreach. They churned more, asked for different features, and paid through pricing that didn't fit how they operated.
Most teams would log it as a feature request. I treated it as a market: an underserved nonprofit ICP with urgent, seasonal revenue needs and no purpose-built product at our price point.
Product, pricing and GTM, built in parallel, not in sequence.
- Researched the wedge with AI leverage: synthesized interview transcripts, support tickets and competitor teardowns with LLM tooling to map the fundraising workflow end-to-end before writing a line of spec.
- Prototyped the donor-outreach flows myself and put them in front of nonprofit operators, validating willingness to pay before committing engineering sprints.
- Launched the Fundraising vertical 0→1: shaping the roadmap around peak giving seasons rather than a generic quarterly cadence.
- Overhauled pricing company-wide: designed tiered Enterprise and SMB plans with usage-based expansion, so growing customers grow revenue without a sales fight.
- Built the GTM motion from scratch: ICP definition, sales enablement and launch sequencing for the new vertical.
~$500K ARR in eight months, and a repeatable playbook.
The Fundraising vertical reached ~$500K ARR within 8 months of launch by targeting an ICP everyone else had filed under "miscellaneous." The pricing overhaul unlocked usage-based expansion MRR across the whole business, and the vertical-launch playbook, research → prototype → validate → GTM, is now the template for CallHub's next bets.
Today I lead a 4-person PM team owning the roadmap across voice, SMS and email for enterprise and SMB customers worldwide.
The pattern worth stealing: the best 0→1 signal is rarely in a brainstorm. It's in the workflows your customers are already hacking together.