Product management in practice — user research, A/B testing, roadmap prioritization, and the art of saying no.
Last month I watched a PM present three roadmap options to their VP. Equal weight, equal slide real estate, equal enthusiasm for each. The VP squinted at the screen for ten seconds and said, "So
Last quarter, my engineering lead told me he'd started sandbagging sprint estimates. Not because he was lazy — because his team's stability metric penalized them every time they shipped someth
Last quarter, a PM I know ran their entire concept validation through synthetic users. Six AI-generated personas, three rounds of feedback, unanimous enthusiasm. They shipped the feature in six weeks.
Last quarter, my team shipped 14 features. The one I'm most proud of is the one we killed in week two. We'd already built the data model, mocked the UI, and had a Figma prototype that the CEO
Somewhere between 50% and 80% of A/B tests end inconclusively. Not "the variant lost." Not "the control won." Just... nothing. No signal. Weeks of engineering time, a chunk of your
Last quarter, my team shipped a feature that scored a 47 on RICE. For context, our threshold for greenlighting work was 30. This thing sailed through prioritization review like it had diplomatic immun