Product and business teams working at cross purposes isn't a culture problem. It's a product problem. I've seen it across a dozen engagements. The product team ships something t...
There's a version of this story that plays out at almost every startup that gets traction. Early stage: one PM, close to the product, close to the users, making fast decisions. ...
A large onboarding rewrite sounds exciting. It also hides where the gains actually come from. We split onboarding into five tiny decisions and tested them independently over two...
Pricing is the highest-leverage thing on the product surface and the thing teams touch the least. The same team that runs ten experiments a quarter on onboarding will leave the ...
Most retention work is reactive. The team looks at the cohort curve, sees a drop, runs a campaign, builds a feature, and watches the curve do whatever it does. The teams with th...
Total users. Total signups. Page views. Cumulative downloads. The numbers that only ever go up. These are the metrics that show up in board decks, marketing posts, and the slide...
Most prioritisation meetings are won by whoever cared the most. The exec who has a strong feeling about feature X. The senior engineer who finds feature Y intellectually interes...
Most launches optimise for the launch day. The press, the email, the post, the homepage refresh. The team rallies around hitting the date, the launch goes live, the first number...
