Real estate technology companies spend heavily on acquisition but lose users during onboarding, underuse key features, and churn before renewal. Winston Francois embeds growth product management into PropTech teams to fix the leaky funnel from activation through expansion. Our clients turn their product into a growth engine instead of just a cost center.

The Problem

Users sign up but never reach their first moment of value

PropTech products often have complex onboarding flows that require property data imports, team invitations, and workflow configuration before users experience any benefit. Real estate professionals are busy and impatient, if they do not see value within the first session, they leave and do not come back. Every user who churns during onboarding is acquisition spend wasted.

Feature adoption is shallow across your user base

Most of your users rely on one or two features and never discover the rest of your product. This means they are getting a fraction of the value you built, which makes them vulnerable to churning when a simpler competitor shows up. Low feature adoption also limits your ability to upsell and expand accounts because customers do not perceive enough value to justify a higher price tier.

You do not have a systematic approach to growth experimentation

Your product team builds features. Your marketing team runs campaigns. But nobody owns the space in between, the in-product experiences, nudges, and flows that turn casual users into power users. Without a growth function that runs experiments systematically, improvements happen by accident and cannot be replicated. You are leaving growth on the table that costs nothing to acquire.

Retention drops off after the initial contract period

PropTech companies often see a wave of churn at the 6 or 12-month renewal mark because they did not invest in deepening engagement after the initial sale. The product relationship plateaus. Usage flatlines. When renewal comes up, the buyer does a fresh evaluation and finds that the switching cost is lower than the cost of staying with a product they are not fully using.

How We Help

Winston Francois embeds growth product management capability into PropTech companies. This is not advisory work, we put growth product managers into your team who run experiments, ship improvements, and measure results alongside your engineers and designers.

We start with a full growth audit. We analyze your user funnel from acquisition through activation, engagement, retention, and expansion. We identify where users drop off, which features correlate with retention, and what patterns distinguish your best customers from those who churn. This gives us the data-driven foundation for a prioritized growth roadmap. The audit ties directly into your [growth strategy](/services/strategy/) so product-led growth initiatives align with your company-level objectives.

From the audit, we build an experiment backlog prioritized by impact and effort. We use a structured experimentation framework, hypothesis, metric, test, result, decision, so every experiment produces a clear learning whether it wins or loses. In PropTech, the most impactful experiments often focus on onboarding simplification, time-to-value reduction, and usage triggers that predict retention.

Our team works with your engineers to ship experiments quickly. We design experiments that can be implemented in days, not weeks, so you build momentum fast. We focus on in-product changes, onboarding flows, feature discovery prompts, upgrade nudges, retention triggers, because these are the highest-leverage changes you can make without increasing acquisition spend.

We build [measurement](/services/measurement/) infrastructure specific to growth product management. This includes funnel dashboards, cohort analysis, feature adoption tracking, and experiment result tracking. Your team gets real-time visibility into how users move through your product and where the friction points are.

For PropTech specifically, we pay attention to the unique dynamics of real estate product usage. Agents use products differently during listing seasons versus off-seasons. Property managers have monthly cycles tied to lease renewals and rent collection. Investor-facing tools see activity spikes around deal flow periods. We design growth strategies that account for these patterns instead of treating usage as uniform across the year.

We also connect product-led growth to your [marketing](/services/marketing/) and sales efforts. The best growth product programs create expansion opportunities that sales can close and produce product usage data that marketing can use for targeting. Product, marketing, and sales should be operating as one growth system, not three separate departments.

What we deliver

Growth audit and opportunity map — funnel analysis, feature adoption data, and cohort retention analysis
Prioritized experiment backlog — 30-60 experiments ranked by expected impact and implementation effort
Growth experimentation program — structured experiments shipped weekly with clear success metrics
Growth measurement dashboard — real-time funnel, cohort, and experiment tracking
Cross-functional growth playbook — integration points between product, marketing, and sales growth motions

The cheapest user to acquire is the one you already have. Growth product management turns your existing user base into your most efficient growth channel.

Our Methodology

We run growth product management in 90-day sprints with a clear rhythm. The first sprint starts with the growth audit, two weeks of analysis followed by the prioritized experiment backlog and growth roadmap. Then we immediately move into execution, running 2-3 experiments per week for the remaining 10 weeks.

Each experiment follows a strict protocol: hypothesis documented before implementation, success metric defined, minimum sample size calculated, and results analyzed with statistical rigor. We do not ship changes based on opinion, we let the data tell us what works. Weekly growth meetings review experiment results and reprioritize the backlog based on learnings.

At the end of each 90-day sprint, we produce a growth review that summarizes what we learned, what moved the metrics, and what the next sprint should focus on. Each sprint compounds on the previous one because every experiment, including the ones that fail, adds to your understanding of how your users behave and what drives retention in your PropTech product.

How We Work

In the first 30 days, we complete the growth audit, instrument any missing product analytics, and ship the first batch of experiments. This phase requires close collaboration with your product and engineering teams, we need access to analytics data, engineering capacity for experiment implementation, and regular syncs with product leadership.

During days 30 through 60, we are in full experimentation mode. Experiments ship weekly. Results are reviewed in growth meetings. The backlog gets refined based on what we are learning. By this point, your team is operating with a growth cadence that did not exist before, regular experiments, data-informed decisions, and clear ownership of activation and retention metrics.

From day 60 to 90, we consolidate wins, document the growth playbook, and train your team to continue the program. The goal is to build internal growth product capability, not to create a dependency on our team. You get the frameworks, tools, and processes to run growth experiments independently. We can continue in an embedded capacity or transition to an advisory role.

Your team includes a senior growth product manager and a growth analyst. We work directly with your engineering and design teams for experiment implementation.

Improved user activation rates and faster time to first value
Higher feature adoption across the product surface
Reduced churn through engagement-driven retention programs
Increased expansion revenue through product-led upsell opportunities

If your real estate / proptech company needs growth product management leadership, we should talk.

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Frequently asked questions

How much does growth product management cost for a PropTech company?

Growth product management engagements are priced as monthly retainers based on the level of embedded support you need. A typical engagement includes a senior growth PM and a growth analyst working 3-4 days per week with your team. We scope every engagement after the initial growth audit so you know exactly what you are investing in and what outcomes to expect.

How long before growth experiments show results?

Individual experiments typically produce statistically significant results within 2-4 weeks depending on your traffic volume. Cumulative impact on top-line metrics, activation rate, retention rate, expansion revenue, becomes visible within 60 to 90 days. The first sprint almost always uncovers quick wins in onboarding and activation that show results within the first month.

How does your growth PM integrate with our product team?

Our growth PM operates as a member of your product team. They attend standups, participate in sprint planning, and work directly with your engineers and designers on experiment implementation. The key difference is that they focus specifically on growth metrics, activation, engagement, retention, and expansion, rather than feature development. This specialization means your core product team can stay focused on the roadmap while growth experiments run in parallel.

What makes Winston Francois different from other growth consultancies?

We embed operators, not advisors. Our growth PMs have run experimentation programs at growth-stage companies and know how to ship experiments alongside engineering teams. We also understand PropTech-specific growth dynamics, seasonal usage patterns, multi-stakeholder adoption, and the relationship between product usage and real estate transaction cycles. We do not apply generic SaaS growth playbooks to an industry that works differently.

How do you measure the ROI of growth product management?

We measure ROI through the specific metrics we target: activation rate improvement, retention rate improvement, feature adoption increase, and expansion revenue growth. Every experiment is tied to one of these metrics, and we track the cumulative impact across the sprint. At the end of each 90-day period, we produce a clear accounting of what changed and the estimated revenue impact of those changes.

What type of PropTech company benefits most from growth product management?

Growth product management is most valuable for PropTech companies with at least a few thousand monthly active users and a product that has achieved initial product-market fit. If you are still searching for PMF, your focus should be on core product development. If you have traction but are seeing users drop off after signup or churn before renewal, growth product management addresses exactly those problems.