Insights and advice from the deeper layers of product leadership
Product leaders often feel that if their roadmap focuses primarily on addressing customer requests, something is wrong. They want to bring in vision, innovation, and forward thinking. But this split creates unnecessary guilt and pulls teams away from the real work of building product strength.
When the future feels overwhelming, it’s not because it’s uncertain, but because it feels chaotic. When everything seems possible at once, it becomes hard to decide what actually matters and where to focus. Here is how to give uncertainty a shape you can work with, instead of letting it turn into paralysis.
When the CEO sets the strategy, what is your role as a product leader? How can you be strategic when the strategy is set by someone else? Surprisingly, there is no contradiction there, and in most cases, there is more room for you than you think. You just have to know where to look for it.
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.
