I often help product teams move from reactive, stakeholder-driven ways of working to strategic, outcome-driven ways. In this process, I […]

Whether you call it data-driven or data-informed, PMs need to know how to work with qualitative and quantitative data.

As a product manager, making decisions on what to develop next is the most difficult and important part of your role.

Startups with fewer than 500 customers and startups targeting niche target audiences especially have a hard time.

Co-creation is about inviting the right people in at the right time to work on something together in the right format.

In this article, we’ll discuss outcome-driven roadmaps and why they can actually be more efficient and productive than feature-driven ones.

As a product person, it’s your responsibility to trim the fat. But identifying the opportunities worth pursuing takes practice and a deep business understanding.

If you call yourself a customer-centric company, your work should have one unwavering destination: creating value for your target customer.

Time before finding product-market fit can be tough — you’re trying to balance ramping up with finding what your customers really need.

It feels like only yesterday that the word “agile” indicated some nirvana state that every self-respecting tech company wanted to achieve.

Low-hanging fruit are opportunities that have a positive impact on customer experience and aren’t too complex or costly to implement.

Fostering an experimentation culture tends to be a lot harder for bootstrapped companies than for companies who can afford to take the risk.