The problem is rarely the roadmap. It is the decisions underneath it that set what you earn.

Product and go-to-market strategy for B2B security and infrastructure companies. I work with leadership on what a product charges for, what it bundles, and when the model itself has to change. I have run these decisions at scale, not advised from beside them.

Ameet Kulkarni

Every org is shaped by its own constraints.

Every product org is shaped by its own constraints, the company’s history, its culture, its politics, its team. I start by understanding how your organization actually works, then shape recommendations your team can actually execute. No two engagements look the same because no two companies are the same.

I work with B2B security and infrastructure companies at inflection points, when AI is forcing hard decisions about product, pricing, and go-to-market at the same time.

18 years in product. Built at:

What I do.

Diagnostic

A focused two to three week assessment of your monetization, GTM, or product challenge. You get a clear-eyed read of where you stand and a concrete path forward, whether or not we work together after.

Strategy Project

A bounded five to eight week engagement to work one hard problem to a decision: a pricing and packaging redesign, a subscription transition plan, a GTM motion rebuild. Deliverables your team can execute, not a deck that sits in a drawer.

Advisory Retainer

A standing monthly engagement for leaders who want an operator across the table as decisions come up. A monthly working session, a written monthly read on your market and product position, and access in between when something moves.

The signs are usually the same.

If two or more feel uncomfortably familiar, that’s who I work with.

Work that speaks for itself.

Cisco ISE Monetization Transformation

$350M+ annual bookings Led the complete perpetual→subscription conversion of ISE’s installed base
3× Pipeline uncovered, rebuilt renewals visibility from scratch, recovering revenue invisible to the business
+40 pts NPS improvement, led the quality turnaround from 38 to 78 over 18 months
$1.4B & $5B TAM Expansion opportunities identified and roadmapped
Read full case study
Ameet Kulkarni

Ameet Kulkarni

I’ve spent 18 years in product management, with a background in software engineering before that. The combination matters. I speak the language of both builders and buyers.

Most of my PM career was at Cisco, where I led the monetization transformation of Identity Services Engine and ran the software PM function for the Firewall portfolio. The work was always the same: make complex products commercially successful: redesign the business model, build the org that can execute, find the market opportunity others miss.

I founded MRNA Inc. in 2025 to bring that same operator discipline to B2B security and infrastructure companies navigating what AI is forcing them to change.

Executive MBA, Santa Clara University. Based in Atlanta.

linkedin.com/in/kulkarniameet

Insights

September 21, 2026  ·  5 min read

An eval measures performance. A release gate decides what you can claim.

A benchmark measures how a system behaves. A release gate decides what you are allowed to say about it. They are different jobs, and conflating them is how a capability claim nobody can evidence ends up in a datasheet.

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Everyone Tracks Renewals Now. The Number Is Still Wrong.

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