Krista Gamble | K.M. Hasling

My Project Portfolio

Launch of Tiered Service Packages

Sales reps at Smarsh dreaded quoting services—it was too complex. Customers weren’t aware of what was available, and SMBs, our fastest-growing segment, needed clear, predictable pricing. Meanwhile, service delivery teams struggled with inefficiencies. We had to fix it.

As a product services manager at Smarsh, a leader in Digital Communications Governance and Archiving Solutions (DCGAS), I needed to:

  1. reduce friction with sales in quoting services,
  2. increase customer awareness of services,
  3. enable directional pricing for SMB,
  4. improve delivery with process standardization
The Solution

I reimagined our service offerings into simple, value-packed tiers that made quoting effortless. Productizing services was followed by execution. I empowered sales teams with hands-on coaching and incentives, giving them the confidence to pitch outcomes, not just features. We soft-launched with A/B testing, proving that aligning price to SMB buying behavior drove conversions without cutting margins. Behind the scenes, we standardized operations across five service teams, ensuring seamless delivery.

I packaged services into together so quoting was simple. Then, I prioritized sales enablement with coaching and incentive programs to increase AEs’ confidence in pitching outcomes that aligned with their sales strategies. Working with marketing and sales, we ran a soft launch with A/B testing and validated value of the tiered offerings (based on market data of % uplift of product) aligned customer need with price-sensitivity of the SMB market. Measurable time-to-value improved and customer adoption increased due to standardizing operational processes with new consumption metrics across 5 services teams.

Impact:

  • Doubled the sales pipeline with refined pitch decks
  • 47% win rate, no pricing changes
  • 2x product design on two other products
  • Increased attach rate of services by 6% YOY
  • 95% growth for 4 consecutive quarters, with 160% in Q4

This project was more than just reinventing and packaging existing services. It changed how we sold services through making it easier for sales, clearer for customers, and more scalable for the business. It was change management to shift the mentality that we offer product + services = compliance solutions.

C-Level Advisory of Acquisition Commercial Model

When Smarsh acquired TeleMessage in February 2024, we faced a 6-month of high-stakes integration. But the real challenge wasn’t just logistics—it was aligning conflicting perspectives at all levels, from service teams to the C-suite. With competing priorities, we needed clear, data-backed decisions to move forward. As the product strategy manager, I handled the tensions of:

  1. confidence in continuous delivery by services teams,
  2. pricing change recommendations,
  3. market strategies across multiple business units
The Solution

I stepped in as a trusted advisor to C-level leadership, cutting through the chaos with market data, financial modeling, and structured decision-making frameworks. I facilitated direct executive negotiations, resolving disputes over:

  • Pricing conflicts between legacy and acquired services across SMB, mid-market, and enterprise
  • Packaging efficiencies to fuel cross-sell, new sales, and expansion strategies
  • Operational timing that impacts perceptions internally and externally

With transparency and strategic foresight, I aligned leadership on a clear strategy that could flow to distributed teams with transparent communication to stakeholders at all levels.

Impact:

  • Resolved executive conflicts, securing a unified pricing and market strategy
  • Launched an integrated pricebook, covering onboarding, premium support, training & managed services
  • Enabled a 2-year product roadmap, defining EOL transitions with minimal disruption
  • Retained $5M in services revenue, protecting business continuity and customer trust

By bridging executive tensions with data-driven insights and strategic leadership, I transformed a fragmented acquisition into a cohesive, revenue-retaining success.

0-to-1 SaaS Development of Meeting Manager

Public sector customers at Tyler Technologies needed to modernize their meetings. I was asked to manage the first off-shore engineering team to build a brand-new product, Tyler Meeting Manager.

I needed to lead this new team in concept to launch of a SaaS solution that integrate with Tyler CMS, the newest mobile app, MyCivic, and be the first cloud-native product. All within 2 years.

The Journey

I assembled and led a 7-person cross-functional team across engineering, QA, and UX to turn a blank canvas into a fully-launched product.

  • Built a 125+ user feedback base for user-centered design, conducting hundreds of interviews and usability tests to map the “happy path” experience for 5 personas and across 4 market verticals.
  • Met MVP goal with 92% of planned epics delivered on time and on budget.
  • Fast-tracked the release of a competitive video feature by 6+ weeks.

Impact:

  • Secured 3 early adopter customers immediately after launch, achieving 100% retention.
  • Designed and validated a TAM model supporting an $8.5M sales pipeline.
  • Proved the value of offshore engineering, setting the stage for future scaling and cost efficiencies at Tyler.