Tag: product management
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My AI Agent Kept Learning. Eventually, That Became a Problem.
I built a low-pressure fitness app to solve a personal problem and learn how far I could go with AI coding agents. As a product manager who isn’t a software engineer, and with limited time for a side project, I delegated much of the coding, testing, reviews, and documentation to AI. I didn’t start with…
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Scaling Design Capability When Everyone Can Build
Designer review cannot be the main quality gate as builder throughput rises. AI is making it easier to go from 0 → ok. Going from good → great still requires design judgment, which is scarce. How do we scale design quality without scaling design reviews? My proposal is to make good design a company capability,…
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Vibe Coding, Viable Coding: PM’s Perspective
Like many others, I’ve used AI tools like Claude Code and Cursor to build software. The biggest unlock is the speed of exploration. From an idea to a working app in hours is amazing! Vibe coding works because it lowers test-and-learn costs of ideas. You don’t need to look at the code. You may even…
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3E+R: Connecting Metrics Across the Product Stack
Companies have no shortage of metrics. The harder problem is connecting them into a coherent view of how the product creates value. Executives talk about revenue, retention, and profit. Product teams talk about successful workflows and engagement. Engineering teams talk about latency, reliability, and cost. A retrieval team may be optimizing precision and recall while…
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From User Pains to a Strong Problem Statement
A strong product opportunity starts with user pain, but it should not stop there. User pain tells us what hurts. A problem statement tells us what is worth solving, for whom, why it matters, and why it matters to our company. User’s context I like to start with the user context. Who is the user?…
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RIFF Prioritization Framework
Product teams routinely prioritize features, but prioritization starts much earlier. Which customer? Which persona? Which pain? Which solution? While numerical scores help, they can create a false sense of precision for a task that is really about judgment. RIFF uses four questions to evaluate an opportunity before deciding how to prioritize it. Reach: How many?…
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North Stars and Black Holes: Finding the Right Metric
The purpose of a product team is to drive customer outcomes and business outcomes. The problem is that the customer outcome we care about most is often the hardest thing to measure, which in turn creates a problem when choosing a North Star metric. A North Star metric is the closest, practical, observable measure of…
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Creativity: A Pragmatic Compilation
New objects can be created only from the combinations of objects existing at a point in time. — Theory of the Adjacent Possible1 The importance of combinations has been found in the evolution of inventions2, business3, culture4, and biology5. Albert Einstein wrote, “Combinatory play seems to be the essential feature in productive thought.”6 To put…
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Product Principles For Velocity And Empowerment
Product principles help accelerate decision-making and trade-offs across product execution stages. They are solution-agnostic and are not truisms. Aligning on principles early with cross-functions and leadership leads to higher velocity and empowerment. Product principles can evolve as problem definitions and solution definitions become clear. Accelerate decision-making for velocity Principles should be relevant to the product…
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