OnMapIT

OnMapIT is a location-based incident alert and dispatch platform for utilities and field-service teams. An AI-powered phone line takes the call, and every report becomes a ticket pinned on a live map. The right people are alerted, and a permanent record is kept until the issue is resolved.

I took over a product in beta testing and led it to its ship date as project lead, working with the development team and also covering the commercial side: cost analysis, pricing and packaging, sales training and the launch campaign. It shipped ahead of schedule and is live with two early-adopter companies.

OnMapIT was in beta testing with no plan to ship. Cost analysis, pricing, packaging and training documentation all still had to be prepared.

I headed the project to ship, working with a small development team: a lead developer and one other developer. My part was keeping scope, priorities and timing aligned while company priorities changed repeatedly, and coordinating the build with the people who would sell and market it: the external sales director, the internal sales manager and the marketing lead.

All remaining work, including packaging, was finished and the product shipped within 90 days.

I also trained the sales teams. I hosted live demos with Q&A for members of both the external and internal sales groups, so they could present the product with confidence.

Before any price was set, I built a cost floor for the service: the per-minute cost of running the AI phone line, then the other components that sit on top of it. I compared that floor against what comparable services sell for, and kept the model in a financial workbook with four parts: assumptions, tier economics, a cost calculator and revenue projections.

The question the model had to answer: at full usage of each tier's included minutes, is the margin still healthy, and does heavy usage add profit rather than erode it?

I turned the cost model into three tiers. Each tier bundles a monthly minute allowance, adds a per-minute overage rate priced to earn more than the base plan, and offers discounts for two- and three-year commitments. A capability ladder explains why each step up exists.

I wrote the training material for both sales groups, external field sales and internal sales, so both told the same story at the right depth.

• A twelve-section sales playbook, from the one-breath product description through qualification, objection handling and a sample talk track.
• A pricing guide for field sales and a pricing brief for internal sales; guardrails on discounts and retention stayed internal.

I planned the go-to-market as a 120-day sequence: a pilot customer first, a second testing window, sales materials finalized from real field signal, then outreach and full launch.

• Prospect research: target lists by segment and decision-maker, loaded into the outreach tool.
• Outreach: four-email sequences per persona, with merge fields, written with the sales team.
• Enablement and content: a demo walkthrough script, visual training material, a video series and a landing page.

• Shipped ahead of schedule, with the remaining development and packaging finished within 90 days.
• Live with two early-adopter companies.
• Trained both sales groups through written material and live demos with Q&A, and planned a 120-day launch sequence.