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Is Your Product Positioning Actually Working? Here’s How I Learned to Measure It
One of the biggest misconceptions I had early in my product career was believing that product positioning was complete once the messaging was finalized. We would spend weeks refining value propositions, debating taglines, and aligning with marketing. Once everything was published, we considered the job done. It wasn’t. A few months later, we’d still hear…
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Two Audiences, One Product: The Challenge of Positioning for Customers and Users
One of the most important lessons I learned as a Product Manager came from working on B2B products. I initially assumed that if users loved the product, growth would naturally follow. I was only partially right. What I eventually realized was that many products serve two very different audiences: And while they may be connected,…
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The Best Product Nobody Understood: Why Great Products Fail Without Clear Positioning
One of the most frustrating experiences in product management is watching a genuinely good product struggle. The product works well. Customers who use it love it. The team has invested months, sometimes years, building valuable capabilities. Yet growth remains slow, adoption is inconsistent, and sales conversations feel harder than they should. When this happens, teams…
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The Most Underrated Positioning Strategy: Winning Through Reliability and Trust
Over the past few years, I’ve spent a significant amount of time studying why customers choose one product over another, particularly in mature and competitive markets. One pattern appeared consistently across industries, whether in B2B software, financial services, healthcare platforms, or enterprise assessment solutions. Customers rarely leave because a competitor has one more feature. More…
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David vs. Goliath: How Smaller Products Can Win Against Larger Competitors
One of the most intimidating moments for a product team is realizing who their competitors are. You spend months building a product, refining features, and talking to customers. Then someone points out that a billion-dollar company already operates in the same space. I’ve seen teams panic at this stage. The assumption is usually the same:…