At these moments, incremental marketing isn't enough.
What's required is sharper market insight, clearer positioning, and a business case strong enough to scale.
The moments we work in
Transformation rarely presents itself as a marketing problem. It shows up as friction, slowing growth, or strategic misalignment.
0 → 1
Launching something new
A new platform. A new vertical. A disruptive initiative.
The opportunity is large — but the value proposition isn't yet clear enough to win.
1 → N
Reframing a mature business
The portfolio has expanded. The story has fragmented.
Sales cycles are elongating. Differentiation feels diluted.
Disruption
Responding to market disruption
A competitive shock. Regulatory change. Technological shift.
The category narrative must evolve — quickly and credibly.
Growth Model
Repairing the growth model
Customer acquisition costs rising. Margins tightening.
Pricing misaligned with delivered value. Unit economics under pressure.
At these moments, clarity becomes a strategic advantage.
What we do
We operate at the intersection of customer insight, product strategy, monetization, and go-to-market alignment.
Market & customer insight
Identify the behavioral, economic, and trust drivers that influence adoption and retention.
Translate insight into strategic direction — not surface-level messaging.
Portfolio & platform positioning
Clarify how products fit together. Define differentiated value.
Build a coherent narrative that scales across product, web, and sales.
Pricing & monetization architecture
Align pricing with delivered value and customer economics.
Design packaging that reduces friction and increases revenue velocity.
Go-to-market alignment
Unify Product, Sales, and Marketing around a shared executive narrative.
Ensure strategy translates into enablement, launch discipline, and measurable impact.
Selected impact
Recent transformation work has delivered:
increase in competitive win rate
reduction in enterprise sales cycle
contribution margin improvement
year-over-year growth for marketplace business
improvement in install-to-active conversion
These outcomes were driven by repositioning, pricing redesign, and cross-functional alignment — not incremental campaign changes.
Who we work with
Sage Point partners best with:
Multi-product SaaS platforms
Marketplace businesses
Hardware + software products (connected devices, wearables)
Firms entering new categories or verticals
Our work is most valuable when leadership recognizes that something fundamental must shift — not simply be optimized.
Engagement model
Engagements are focused, senior-level, and outcome-driven.
Strategic sprints
Deep diagnosis and repositioning around portfolio, pricing, or market entry.
Transformation partnerships
End-to-end platform narrative and monetization redesign.
Executive advisory
Ongoing counsel to CEO, CMO, CRO, or CPO during periods of strategic change.
We operate as a strategic extension of leadership — not as an external marketing agency.
About Sage Point Advisors
Sage Point Advisors was founded by David Ovadia, a portfolio and growth strategy leader working at the intersection of physical infrastructure and software platforms.
David partners with companies at strategic inflection points — launching new categories, redefining portfolio strategy, repositioning complex platforms, and realigning pricing with customer value. His work translates market and customer insight into sharper positioning, monetization architecture, and aligned go-to-market strategy that accelerates durable growth.
He has led product and marketing transformations across consumer, marketplace, and enterprise SaaS businesses. David led Product Management for software at Flip Video, helping create a new point-and-shoot video category that culminated in its acquisition by Cisco. Earlier in his career, he drove innovation and new product development for leading consumer brands including Hidden Valley, Stouffer's, and Lean Cuisine.
In marketplaces and platforms, he helped scale Cornershop through its acquisition by Uber, contributing to Uber's entry into the grocery category. In B2B SaaS, he led portfolio-level pricing and go-to-market transformation at Procore, shifting from point solutions to comprehensive platform offerings aligned to customer workflows and enterprise value.
Across these environments — from 0→1 category creation to enterprise portfolio evolution — his focus remains consistent: clarify the value, align the economics, and ensure strategy holds under real market pressure.
David holds a Bachelor of Science in Electrical Engineering from Rensselaer Polytechnic Institute and an MBA in Marketing and Entrepreneurship from the Wharton School of Business.