When I first started learning about product management, I thought user segmentation was fairly straightforward. You grouped users based on things like age, location, company size, or how often they used the product. Then I started working on B2B products. Very quickly, I realized something didn’t add up. Two companies of the same size could…

A while back, I was reviewing the onboarding emails for one of our products. Every new user received the exact same message. It explained the product, highlighted a few features, and encouraged them to explore. On paper, it looked fine. But something didn’t sit right. Some users had signed up to solve one problem, while…

Early in my career, I spent a lot of time thinking about who our users were. Were they enterprise customers or SMBs? Were they recruiters or hiring managers? How large was their company? Those segments were useful, but after a while, I noticed something interesting. Two customers from the same company, with the same job…

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…