What is a Product Trio - and why our company is named after it
PM + Designer + Engineer working together, not in sequence. Most teams run a relay race - spec to design to build, handing off at every step. The trio eliminates the handoffs, covers all four product risks, and builds things worth building.
The Product Death Cycle: why "what do you want?" kills your product
You launch a feature, nobody uses it, you ask what's missing, you build that too. David Bland's Product Death Cycle, and the 3-step way out.
Product Managers, you are not the mini-CEO of Product
It sounds like a compliment. Believing it is what gets PMs into trouble. What a PM actually has authority over.
Don't hire a Big Tech PM for your 0-to-1 startup
Scaling from 1 to 10 and building from 0 to 1 are different jobs wearing the same job title. What to hire for instead.
The startup tool stack I actually recommend
25 tools, tested across 4 products and dozens of startups I've coached. What each one costs, and whether you actually need it yet.
What a fractional Head of Product actually does (and when you need one)
Senior product leadership without the six-figure hire. What "fractional" means, how it differs from a consultant, and when it's the right call.
“Product Owner” isn't a job. It's a Scrum role - and the difference is costing you.
Half of all "Product Owner" ads are really asking for a backlog administrator. The difference between grooming tickets and managing product risk.
Product outcomes vs. business outcomes: why a revenue target backfires
"Increase revenue" is the wrong goal for a product team - they can't move it directly. Give them the user behaviour that drives it instead.
Build a culture of experimentation in 4 steps (start absurdly small)
Everyone says "experiment more." Almost nobody makes it stick. The path from one scrappy test to a company that de-risks decisions by default.
Delivery team, feature team, or product team? Only one ships value.
Cagan says there are three kinds of "product" team - and two of them aren't. How to tell which you are, and how to move right.
Metrics for 0 → 1 products: what to measure before you have numbers
Metrics do matter at 0 → 1 - but they play three very different roles. Confuse them and you'll optimise the wrong thing with false confidence.
Your best idea has a 1-in-3 chance of working. Here's how the best teams find the other two.
Brainstorm, build, ship, repeat - and still miss. The Opportunity Solution Tree turns "let's build this and see" into a system that connects every feature back to a customer problem and a measurable outcome.
Talk to five customers this week - before you build anything else
The cheapest way to de-risk a roadmap costs you one hour and zero engineers. Why most teams skip it, and the interview habit that fixes it.
Not all features add value - but every feature adds cost
If your team measures success by how much you ship, you're running a feature factory. Here's how to swap output for outcomes without losing momentum.
Product-market fit isn't a vibe. It's a hypothesis you can test.
Founders throw "PMF" around like everyone agrees what it means. They don't. Here's a definition you can actually act on - and how to know you're close.
How I went from Operations Manager to Head of Product (and how you can too)
I failed a startup, pivoted into ops, and talked my way into a product role nobody handed me. The four paths in, and the one that actually worked for me.
If everything is a priority, nothing is
A product strategy isn't a longer roadmap. It's a short list of bets - and a much longer list of the things you've chosen not to do. How to write one that says no.
Discover what to build before you code it
80% of features in the average software product are rarely or never used. Here's why - and how Product Discovery changes those odds.
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