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,…
One of the most exciting moments for any Product Manager is seeing activation numbers improve. More users complete onboarding. More accounts become active. The dashboards turn green. It feels like progress. I remember celebrating a similar milestone early in my career. We had redesigned our onboarding experience, and activation rates increased noticeably. Everyone was pleased…
When I first became a Product Manager, I believed my job was to solve problems. Whenever a customer shared feedback or a stakeholder suggested an idea, I immediately started thinking about solutions. What feature should we build? How long would it take? Where would it fit on the roadmap? Over time, I realized I was…
Early in my product management career, I used the terms positioning and messaging interchangeably. Whenever we discussed how to present a new feature or launch a product, someone would ask, “What’s the positioning?” and we’d start writing headlines, taglines, and website copy. At the time, it felt like the right approach. Looking back, I realize…
Early in my product management career, I believed retention was mostly about improving the product. Build better features. Improve performance. Simplify onboarding. Reduce bugs. Those things certainly matter, but over time I noticed something interesting. Some products retained users exceptionally well even when competitors had similar features. The difference wasn’t always the product itself. It…