Writing & Field Notes
Product, AI, and what shipping actually teaches.
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Showing 10 of 46 essays
Product and business teams working at cross purposes isn't a culture problem. It's a product problem. I've seen it across a dozen engagements. The product team ships something t...
Most writing about AI in product management describes a future that doesn't exist yet. Predictive roadmaps. Autonomous prioritisation. AI that knows your users better than you d...
The hardest part of building a product isn't the technology. It's knowing what to build and why. That's what AI actually helps with — not the building, the thinking. The part wh...
The biggest change AI made to how I work wasn't the one I expected. I thought it would be research. Faster market analysis, quicker competitor reviews, better synthesis of user ...
There's a version of this story that plays out at almost every startup that gets traction. Early stage: one PM, close to the product, close to the users, making fast decisions. ...
Every PM knows the frameworks. RICE, MoSCoW, Kano — they're in every product course, every PM interview, every roadmap conversation. The problem isn't that teams don't know they...
The roadmap is a business document. Users don't care about it. They care about whether the product solves their problem. They care about whether it's fast, clear, and worth comi...
Most stakeholder communication problems aren't communication problems. They're system problems. The meeting happens late. The update goes out after the decision has already been...
The hardest stakeholder situation isn't a difficult personality. It's a reasonable person asking for something that would break the product. A difficult personality you can mana...
Every team motivation conversation eventually lands on the same suggestions. Recognition programmes. Team lunches. Retrospective shoutouts. Slack emoji reactions to shipped feat...
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