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The Precision Test Framework: Testing the Right Things
Product teams run experiments to reduce uncertainty, validate ideas, and improve outcomes. Yet an experiment can be technically successful and still teach us very little. A team might run an A/B test, observe a 5% increase in clicks, and declare the new design a winner. But did those clicks lead to more successful users? Was…
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Uncertainty-Driven Discovery: Learn Before You Commit
Product teams rarely have all the answers before building something new. We make assumptions about customer problems, user behaviour, technical feasibility, and business value. Some assumptions are well supported. Others are little more than educated guesses. The challenge is not eliminating uncertainty. It is identifying which uncertainties matter most and reducing them before they become…
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Building Products Customers Don’t Want to Live Without
A product can attract thousands of users and still struggle to retain them. People sign up, explore a few features, and eventually stop coming back. The product might be well designed and technically sound, but it hasn’t become important enough to earn a regular place in their lives or workflows. The products customers don’t want…
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Making the Shift to Product-Led Growth
For a long time, many software companies relied on sales teams to demonstrate value, explain features, and convince customers to buy. That model still works for many businesses, particularly those selling complex enterprise products. But customer expectations have changed. People increasingly want to explore a product, understand its value, and experience its benefits before committing…
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When Product Managers Become Reasoning Silos
One problem I’ve seen in product teams is that decisions can become highly dependent on individual product managers. One PM knows why a feature was prioritized. Another understands the customer problem behind a roadmap initiative. Someone else remembers why a particular approach was rejected six months ago. Ask the rest of the team, and the…