Insights and advice from the deeper layers of product leadership
Many teams abandon OKRs after doing “everything right” and still feeling stuck. The missing piece is rarely the framework itself, but the thinking and decisions around it. This article breaks down what OKRs can’t fix – and what has to happen elsewhere.
As a product manager, the success of the product often feels like it’s on you. You can’t do everything yourself, yet relying on others can feel risky and frustrating. This article offers a different way to think about responsibility that actually works.
Some decisions feel hard not because they are complex, but because they are framed wrong. We get stuck when we compare reality to an option that exists only in our dreams and isn’t a real alternative. But we still can’t decide until we realize that. Here is how to identify if that’s the case and move on.
Conversion metrics often push teams to optimize sales, onboarding, or delivery. But many late-stage failures are rooted much earlier, in how the problem and value are defined. This article explains how strategy gaps show up as execution issues.
Keeping a roadmap relevant over time is harder than creating a good one in the first place. When change is constant, plans that optimize for certainty quickly become a liability. This article explores how to design roadmaps that stay useful even as assumptions break.
Most teams jump too quickly to “what we do.” But without a logical story that shows why the problem exists and why current solutions fail, the pitch never lands. This structure helps you build a value proposition that is clear, differentiated, and strategically sharp.
When the work you need to do requires real thinking, inspiration won’t always show up on time. The problem isn’t you, it’s just how it is. Here’s how to make progress even when your creativity refuses to cooperate.
Too many talks and too many strategies sound right on paper but fail to land with real humans. What’s missing is the depth: the fears, doubts, motivations, and internal monologues that shape every decision. Here’s how to see those hidden journeys and use them to make the impact you want to make.
Your success at work depends not only on what you achieve but on how confident your manager feels in your ability to get there. Yet few of us think about what drives that confidence, or what erodes it. Here’s how to build it deliberately, and earn more trust, autonomy, and support.
When your manager is excited about a direction that doesn’t feel right, you theoretically have two options: frustrate them or lose your voice. But there’s a third option: partner with them to find a new path. Here is how to get there.
When the plan is set, the instinct is to move straight into execution. But if you want to turn a project from box-checking into impact, you must start with the “why” – even if you think it’s clear. Here are three reasons to always talk about the why.
The hardest part of building a roadmap isn’t prioritization. It’s starting from chaos and shaping it into something coherent. The key is to frame the world first. This article shows three practical narratives to help you do it.
