A few years ago, I was speaking with a customer after a product review. I expected the conversation to revolve around new features or requests for future enhancements. Instead, they said something much simpler. “We just need it to work every time.” At first, it felt like a modest expectation. But the more I thought…
One of the first retention dashboards I built as a Product Manager looked impressive. It tracked monthly retention, churn rate, renewal percentage, and customer lifetime value. Every leadership meeting started with those numbers. The problem? By the time those metrics changed, it was already too late. If churn increased this month, those customers had likely…
One of the hardest lessons I learned as a Product Manager wasn’t how to improve retention. It was learning that you can’t improve everything at once. A few years ago, I was working on a product where retention had started slipping. As expected, everyone had a different explanation. Customer Success wanted better onboarding. Sales believed…
Early in my career as a Product Manager, I had a simple way of looking at churn. A customer left. Our churn rate increased. We needed to reduce it. It seemed straightforward. But after spending more time analyzing customer behavior and speaking with users, I realized something important: not every customer leaves for the same…
One of the biggest lessons I’ve learned as a Product Manager is that customers don’t leave products only because they’re difficult to use. Sometimes they leave because they’re not confident they’re using them correctly. Early in my career, I worked on a product that had all the ingredients of a successful experience. It was feature-rich,…