One of the biggest onboarding mistakes I’ve seen is designing the experience around the product instead of the user. We introduce the dashboard. Then the navigation. Then five features. Then settings. Then integrations. By the end, the user knows more about the product, but still hasn’t accomplished what they came here to do. That’s when…

One of the most valuable lessons I’ve learned as a Product Manager is that customers are not always good at predicting their own behaviour. That’s not because they’re misleading us. It’s because human beings are simply not very good at predicting what they’ll actually do in the future. A customer might tell you they would…

One question has stayed with me throughout my journey as a Product Manager. “If we didn’t build this feature, what customer problem would remain unsolved?” It sounds simple, but it’s surprisingly difficult to answer. Early in my career, I spent a lot of time discussing features. Roadmaps were filled with requests from customers, ideas from…

Early in my product management career, I thought productivity looked something like this: More roadmap items completed. More features released. More sprint goals achieved. If we were shipping consistently, we were succeeding. At least that’s what I believed. Then something unexpected happened. Despite delivering features almost every sprint, customer satisfaction barely improved. Support tickets kept…

Early in my career, I thought every product initiative needed one success metric. If we wanted to improve activation, we’d measure activation. If we wanted to increase feature adoption, we’d measure adoption. If we wanted to improve conversions, we’d focus on conversion rate. It sounded logical. Until one experiment taught me otherwise. We redesigned part…