Blog
Three words used interchangeably for three different purchases. What each one owns, what you get at the end, and the questions that reveal which you're really about to hire.
Most discovery advice assumes consumer traffic volumes and users you can talk to freely. B2B has neither. What actually works when your sample is twelve accounts and your users are behind an account manager.
A working guide to the product management frameworks worth knowing — grouped by the job they do, with the failure mode of each. Teams rarely fail at picking a framework. They fail at applying one.
A product management process framework that survives contact with a real company — what each stage owes the next, where processes actually break, and how much of it you need at your stage.
Most PM ladders describe responsibilities. The real difference between levels is what kind of ambiguity you're trusted to absorb — and which of the three hard transitions you're standing in front of.
A strategy long enough to hide in is a strategy nobody can act on. The five things that belong on the page, the two that don't, and the test that tells you whether yours is real.
The four signals that founder-led product has run out, what the role has to own on day one, and why hiring the title before the function exists is the most expensive mistake in this decision.
What I actually do in month one — before touching the roadmap, before reorganising anyone, and before anybody asks me for a strategy deck.