Dragonfly Health
Strategy, ops, and BD. Vendor economics, SaaS pricing, and investor materials.
- $60 -> $0.50
- hosting cost per user
- 120x
- unit-cost reduction
- 90%
- revenue made recurring
- 2,000+
- event participants
Three jobs in one seat: strategy, operations, and business development.
Three jobs in one seat.
Fix the unit economics, move the model to recurring revenue, and build the internal systems behind it.
Reset
Renegotiated hosting from $60 to $0.50 per user, a 120x cut.
Unit economicsReshape
Moved the model to SaaS plus an artist revenue-share, with 90% of revenue recurring.
Recurring modelPackage
Built the plans, pro formas, and pitch materials that tripled committed investor capital, and co-led a 5-day, 2,000+ participant event that secured investment.
Investor-facingRun
Ran the internal systems week to week: vendor terms, pricing assumptions, project plans.
Weekly cadenceFour moves: reset the unit economics, reshape the model to recur, package the story for investors, run the systems underneath.
$60 -> $0.50
$60 -> $0.50 is the lead proof point for hosting cost per user.
120x
120x is the lead proof point for unit-cost reduction.
90%
90% is the lead proof point for revenue made recurring.
2,000+
2,000+ is the lead proof point for event participants.
The deck and the event were the visible part. The durable work was the operating layer underneath, and it ran on a few rules.
- Fix the unit economics before pitching growth.
- Make revenue recurring where the model allows.
- Build the pro forma off real numbers.
- Run the internal systems weekly.
- Keep the investor materials downstream of the real numbers.
The resume has the public record. The underlying business materials stay private.
Public resume entry with dates, role, and condensed bullets for this chapter.
public · resumePricing model, pro formas, and investor narrative. The documents stay private.
private · business materials