A tale of how Product Managers became their own worst enemy

Translate the product to a set of atomic variables to understand regulatory feasibility.

The SEO, brand & growth strategies they used achieve a $5.7B market cap and reach 152k customers is so impressive. It's a masterclass really.

In the early days of Segment, right after we crossed $10m ARR our growth decelerated 8x from 300% yoy to 40% yoy in 6 months. What the hell happened? How did we reaccelerate back to 100% yoy?

Thread started by Hiten Shah, with lots of interesting ideas from the community

Your landing page can either bottleneck growth or drastically impact revenue. And after working on 300+ landing pages I put together a blueprint for you to optimize yours.

Last week, I published my public SaaS investing framework. This is the second of five threads diving deeper into each of the factors

A couple of tweets that explain the importance of sound customer account selection

A thread on how TAM tailwinds drive excess growth for scaled SaaS companies, with a case study on $SHOP and a list of the top five trends I see putting wind into the sails of software companies today.

Stop doing lots of community planning upfront and instead embrace small scale experimentation with a Minimum Viable Community approach.

High velocity and high quality decision making define the effectiveness of product leaders and their teams

Some products yield 80% of their value with 20% of the incumbent’s features (A). Others (B), yield very little value until a threshold is met, then yield rapidly until features have diminishing returns. Type C aren’t viable until a critical mass, then yield exponentially.

Start with the chemical(s) your product deals with & consider the associated metric

If you want to eventually build your career outside of megacorps, you need to avoid drinking the megacorp kool-aid. This is not easy, but quite do-able with self-awareness.

A common problem & question in fast-growing startups is how a visionary product-focused founder can scale as the product, business & the org get larger & more complex. A thread on the types of product leaders to hire, the contracts to create, the mistakes to avoid

Words of experience in this thread by the Former design VP at Facebook

Lots of the popular Silicon Valley product advice comes from people who have *only* known companies of a certain type, founded in a certain way, managed in a certain way, etc.

Frameworks will not fix all your problems. Used right, they should help you 1) better understand your context 2) create structure for problems 3) communicate ideas & solutions I often use these frameworks in my product work, sometimes without realizing it.

Imagine you're using a product and something bothers you about it. Maybe it takes 5 clicks to do anything. Maybe it works but is kinda ugly and clunky. "I bet I could make a new app that's 15% better," you think. "Instant business success!" This is a fallacy

A compilation of great habits all effective PMs should have

A thread on product leadership issues.

One of the stories we used to tell in the early days of Facebook was how a small, two-engineer project came to dominate the entire photo sharing landscape in the late 2000s.

My dad led an organization of over 300,000 employees. When I took on my biggest marketing & events team to date (35 employees) I asked him how the *heck* he did it. Here's what he said and what helped me every day. Thread

I've participated in too many conversations about the role of design / pm / eng to count. Of course there are differences. But every tech manager role, regardless of discipline, ends up converging at higher levels. What does this mean for you as a manager?

To be consistently effective in Product Management, you need to build expertise in 5 domains.