From split steering committee to $1.3M in new ARR

The problem

I joined Lucid as Director of Product for Process Accelerator to launch a new business-process product, aimed at growing ARR from the existing customer base with a new, use-case specific offering.

The steering committee of cross-functional leaders was split. Sales wanted more to sell, and other leaders wanted proof before committing to a strategy shift.

What I did

• Made the case with evidence. In an executive presentation I showed our early traction and argued that the accounts already buying would tell us what to build next.
• Aimed the roadmap at sales friction. We prioritized the big gaps blocking deals, like limited access to repository content, and deliberately deferred polish such as admin tooling. Must-haves came before refinement.
• Turned a customer insight into an investment. Customers told us their real priority was AI transformation: they were mapping their processes to find where automation and AI could fit. I shifted the roadmap toward helping them capture those processes and stood up a team dedicated to it.

What changed

• Launched on August 6, 2025, seven months after I joined.
• Crossed $1M in ARR within nine months of launch, and reached $1.3M in incremental ARR across 137 customers, including a large national bank, a global appliance maker, and a global engineering firm.
• The process-capture investment grew into a broader realignment of Lucid’s teams around the opportunity.