Did you know that the top-performing CEOs in Fortune 500 companies spend significantly more time thinking strategically and long-term?

If unbalanced, you often see a high-level strategy but nothing connecting it to the day-to-day work.

Perceptual Mapping is perhaps one of my favourite competitive analysis and Product Positioning tools. Product positioning as defining where your product fits in the market relative to its competitors as it is perceived by your customers.

The optimization problem is the problem of finding the best solution from all feasible solutions.

But what does the optimization problem look like in companies?

I often find where places struggle with prioritization it’s not a ‘prioritization’ problem per se, but rather a strategy one.

Either their product or organization strategy is vague or missing. Or they’re misaligned creating friction between the product and organization goals.

Let’s start with what being Product-Led is not… It’s not: Product Management-led, Product Managers are the boss, Where product makes all the calls, Something that only engineering and product do…

Early in my career as a Product Manager I soon found myself also being the release manager — having to organise and manage the release and tasks associated with it. This didn’t feel like the best use of my time.

A step-by-step guide (with templates) to level up your Product Discovery. A common question I get when I coach Product Managers is, "I know what I want to do discovery on, but how do I get started?" Although there are many ways to start discovery, I have two tools that are my absolute go-to for kicking off and structuring Product Discovery.

There are many different types of roadmaps and different formats that roadmaps can take.

Here are a few different shapes a Product Roadmap can take. I hope this gives you some inspiration and perhaps even makes you rethink your current roadmap format.

Approach your first 90 days like a Product. I like to break the first 90 days down into essentially 3x 30 days sprints. Sprint 1 (0–30 days) = Discovery. Sprint 2 (30–60 days) = Quick wins. Sprint 3 (60–90 days) = Establishing trust.

You can find numerous articles out there that will rattle off a list of “essential e-commerce metrics” or “metrics for startup PMs” however the universal problem with these types of articles are that you end up tracking metrics without fully understanding why or how they interplay and impact your product.

Tips and tools I’ve learned to make time for the things that matter

You have a Strategy and a Roadmap. They’re two different things. Often I hear that roadmaps are part of your strategy layer. I’ve for many years struggled with this notion. Rather to me, they are a translation layer that sits between your strategy and your day to…

A question I get often is "what is the difference between a Product Manager, Product Marketing Manager and a Growth PM". However, understanding the nuances can be beneficial for those who might be more suited…

I regularly see Product Managers and teams face friction when it comes to navigating the boundaries between different roles.

Either it’s the introduction of new roles, like Product Marketing Managers, Growth Product Managers, etc where Product Managers suddenly find themselves confused…

An unconventional view of what it takes to be a Product Leader. Shifting to a Product Leader can often be a drastically different role. Here are 5 under represented ways that product leadership is different from being an individual contributor.

Originally a late-night brain dump on Twitter, I thought it’d flesh some of it out a bit here.

There’s a lot of advice out there on how to write a good vision statement, many will point you to the popular ‘Elevator pitch’ format (among others), but personally I’ve never felt those frameworks were suitable for my final vision statement — you sure don’t see the likes of Telsa, Apple, etc using these kinds of formats for their vision statements, do you?

“Defining value: the most ambiguous word in product development” was the title of a post by Jeff Gothelf at the beginning of last year. If there was the battle for the most ambiguous term in product I’d have ‘value’ take second place to ‘MVP’ but as far as single words go, ‘value’ takes the podium.

Research suggests that generalists are more creative, better problem solvers and lateral thinkers — aka ideal Product Managers

There’s a natural phenomenon called “The Edge Effect”. In ecology terms, it’s where two extremely different environments meet (i.e. desert meets rain forest). These regions all over the world are known to have some of the highest biodiversity — the same happens with innovation.