DEV Community: Richa Varma

Reducing Involuntary Churn Through Smarter Dunning: A Product Case Study

Richa Varma — Sat, 01 Aug 2026 21:28:20 +0000

A note before you read: I'm a Scrum Master, not a titled Product Owner. What follows is my own product thinking, applied to a domain I know well from sitting close to subscription billing systems in my day-to-day work. It's built on general, publicly known patterns in subscription billing, not on any employer's proprietary data. I'm sharing it because I think the best way to show you can do a job is to actually do a piece of it.

The problem

Picture a mid-market B2B SaaS company with around 15,000 paying accounts on monthly and annual plans. Revenue is leaking, not because customers are choosing to leave, but because their payments are simply failing: expired cards, insufficient funds, banks declining transactions for no visible reason. This is involuntary churn, and it's a different beast from voluntary churn. Customers aren't unhappy. They just fell through a crack in the payment flow. Which means it's fixable through better product design, not through discounts or retention calls.

I've spent years adjacent to this problem, facilitating delivery on Zuora Billing and Zuora Revenue workstreams as a Scrum Master. I've watched dunning configuration, collections workflows, and payment-retry logic get built, without ever owning the decisions about what to prioritize or why. This case study is me stepping into the seat next to the one I usually sit in: framing the problem, making the calls, defining what ships.

Who actually feels this

Two personas drive the priorities here:

The Billing Ops Lead. She's watching failed-payment volume climb every month, manually chasing down accounts, and has no visibility into which failures are recoverable versus dead ends. She needs the system to do the triage for her.

The end customer. He doesn't know his card expired last week. He finds out when his account gets suspended mid-project. He's not churning by choice, he's churning by neglect, and a single well-timed email would have kept him.

Setting goals that mean something

It's tempting to jump straight to "reduce churn." That's not a goal a team can build against. I broke it down into three measurable targets for a two-quarter horizon:

Recover at least 30% of failed payments within the retry window, up from an assumed baseline near 12%
Cut the average time between a failed charge and account resolution from roughly 9 days to under 3
Reduce manual billing-ops intervention on recoverable accounts by half

Each of these is something engineering can build toward and something I can measure without ambiguity.

Prioritizing with RICE, not gut feel

I had five candidate features on the table: smart retry timing based on card networks, proactive card-expiry notifications, a self-serve payment update page, an internal dunning dashboard for billing ops, and a machine-learning based failure-reason classifier. Running each through RICE (Reach, Impact, Confidence, Effort) surfaced something I didn't expect: the flashy ML classifier scored lowest, not because it wasn't valuable, but because effort was high and confidence in near-term impact was low without more failure data first. The self-serve payment update page and smart retry timing scored highest. Cheap to build, directly addressed the biggest reach, and didn't require new infrastructure.

That's the RICE model doing its job: keeping the roadmap honest instead of chasing the most interesting technical problem.

MVP first, sophistication later

Phase 1 (MVP): Smart retry timing tuned to card network patterns, a self-serve card-update page linked from suspension emails, and a lightweight ops dashboard showing recoverable vs. dead accounts.

Phase 2: Proactive expiry notifications 14 and 3 days out, and a failure-reason classifier feeding the retry logic instead of running on a fixed schedule.

Sequencing it this way meant we could ship something measurable in one quarter and let Phase 2 be informed by what Phase 1 actually taught us about failure patterns, rather than guessing upfront.

The trade-off I'd defend in an interview

The hardest call was deprioritizing the ML classifier despite it being the "smartest" solution on paper. Engineering wanted to build it first. I pushed back because we didn't yet have clean, labeled failure data to train it well, and shipping a mediocre model would have delayed the parts of the fix that didn't need machine learning at all. Sequencing matters as much as selection. A roadmap isn't just a list of good ideas, it's an argument for what order they earn the right to exist in.

Why this translates from Scrum Master to Product Owner

Running sprints for two years on this exact system taught me the constraints before I ever had to make the calls. I know what "just add a retry" costs in engineering time because I've watched teams size that work. I know which stakeholders will push for the shiny model over the boring fix, because I've facilitated that argument in refinement sessions. For me, the gap between Scrum Master and Product Owner was never about knowledge. It's about who gets to decide. This case study is what I do with the decision rights when I have them.

If you're hiring for a Product Owner or Product Manager role and want to talk through how I'd approach a real backlog, I'd genuinely enjoy that conversation. Find me on LinkedIn.

What is the role of a Scrum Master in Agile development practice?

Richa Varma — Fri, 02 Aug 2024 10:54:34 +0000

In Agile development, the Scrum Master is like the team's guide and coach, ensuring everyone follows the Scrum framework and Agile principles. Their role is multifaceted and crucial for the team's success

Facilitating Scrum Events
One of the key tasks of a Scrum Master is to run Scrum events smoothly. They organize and lead Sprint Planning, Daily Stand-Ups, Sprint Reviews, and Retrospectives. By doing so, they help the team stay on track, maintain focus, and continuously improve their processes.

Removing Obstacles
A big part of the Scrum Master’s job is to identify and remove any roadblocks that might slow the team down. This could mean resolving team conflicts, dealing with external dependencies, or cutting through organizational red tape. The goal is to keep the team moving forward without unnecessary hindrances.

Coaching and Mentoring
Scrum Masters act as mentors for the team, educating them about Agile principles and Scrum practices. They guide team members in understanding their roles and encourage the adoption of best practices. This helps the team function more effectively and embrace the Agile mindset.

Promoting Collaboration
Creating a collaborative and open team environment is another vital responsibility. The Scrum Master fosters a culture where communication flows freely, and team members feel comfortable sharing ideas and feedback. This collaborative atmosphere is key to the team’s success.

Ensuring Adherence to Scrum
The Scrum Master ensures that the team sticks to the Scrum framework and follows the processes they’ve agreed upon. They keep the team aligned with sprint goals and help maintain focus on delivering incremental value.

Shielding the Team
Scrum Masters protect the team from external interruptions and distractions, allowing them to concentrate on their work. They act as a buffer between the team and external stakeholders, managing expectations and ensuring the team can meet its commitments

Fostering Continuous Improvement
Through regular retrospectives and feedback loops, Scrum Masters encourage the team to reflect on their processes and make continuous improvements. They help the team identify areas for enhancement and implement changes that lead to better performance and higher quality outcomes.

Supporting the Product Owner
Lastly, Scrum Masters work closely with the Product Owner to ensure the product backlog is well-maintained and prioritized. They facilitate effective communication between the Product Owner and the development team, ensuring a clear understanding of the product vision and goals.
In essence, the Scrum Master plays a pivotal role in creating an environment where the team can thrive, promoting Agile practices, clearing obstacles, and fostering a culture of continuous improvement. Their work is crucial for the team to deliver high-quality products efficiently and effectively

Here is a diagram illustrating the key responsibilities of a Scrum Master in Agile development:

Understanding agile/scrum (via use case study)

Richa Varma — Fri, 02 Aug 2024 08:33:32 +0000

Use Case Study: The Tokyo 2025 World Expo Project
Introduction

The Tokyo 2025 World Expo, a global exposition showcasing innovation, culture, and technology, is set to take place in Tokyo, Japan, from May 3 to November 3, 2025. This international event aims to bring together countries, organizations, and visitors from around the world to share ideas, foster collaboration, and celebrate human progress.

Project Overview
Event Dates: May 3 to November 3, 2025.
Venues: Multiple pavilions and exhibition areas across Tokyo, each dedicated to different themes and countries.
Budget: The estimated budget for the entire project is ¥1.2 trillion.
Stakeholders: Collaboration involves the Japanese government, international participants, sponsors, local businesses, and volunteers.

Key Challenges

Infrastructure Development:

Constructing state-of-the-art pavilions and exhibition spaces to accommodate diverse exhibits.
Enhancing transportation and connectivity to ensure easy access for visitors.

Sustainability and Environmental Impact:
Implementing green building practices and renewable energy solutions.
Ensuring waste management and minimising the environmental footprint of the event.
Security and Safety:

Protecting visitors, exhibitors, and dignitaries from potential threats.
Coordinating with local and international security agencies to ensure a safe environment.
Cultural Integration:

Showcasing the rich cultural heritage of Japan alongside international exhibits.
Promoting cross-cultural understanding and cooperation.
Project Milestones

Venue Selection and Design (2020-2022):
Identifying suitable locations and designing innovative pavilions.
Collaborating with architects and designers to create immersive experiences.

Infrastructure Development (2022-2024):
Constructing the main Expo site, including pavilions, public spaces, and transportation links.
Ensuring accessibility and convenience for all visitors.

Sponsorship and Marketing (2022-2025):
Attracting sponsors and international participants to showcase their innovations.
Promoting the event through global marketing campaigns.

Exhibitor and Participant Preparation (2023-2025):
Providing support and resources for exhibitors to prepare their displays.
Organizing pre-Expo events and workshops for participants.

Cultural Programs (2024-2025):
Planning cultural events, performances, and exhibitions to enrich the visitor experience.
Highlighting Japanese traditions and contemporary culture.
Success Factors
Collaboration: Effective communication and coordination among international participants, local authorities, and organizers.
Innovation: Showcasing cutting-edge technology and creative solutions in the exhibits.
Sustainability: Ensuring environmentally friendly practices and leaving a positive legacy.
Visitor Experience: Creating a welcoming and enriching environment for all visitors.
Global Impact: Fostering international cooperation and highlighting the potential for future collaboration.

Conclusion
The Tokyo 2025 World Expo Project represents a unique opportunity to celebrate human achievement, foster international dialogue, and showcase the latest innovations. As the world prepares for this grand event, the excitement builds for what promises to be a spectacular exhibition of creativity and progress. 🌏🎌