Blog
Product leadership, roadmaps, delivery and measurement, written for people who are accountable for the business result.
Technical Debt, Explained in Money
Engineering says "we have technical debt" and leadership hears "less feature work". How to put a business cost on debt, so it can be ranked against everything else on the roadmap.
Why Good Products Die Between Strategy and Delivery
Most products don't fail because the idea was bad or the team was weak. They fail in the handover between the people who decide and the people who build. Where that gap comes from, and how to close it.
Strategy That Can't Survive Contact With Engineering Isn't Strategy
A strategy that falls apart the moment engineers read it was a wish list. How to build strategy that holds up under technical scrutiny, and why engineering belongs in the room before the direction is fixed.
The Roadmap Everyone Agreed To and Nobody Shipped
Everyone signed off in January. By June, a third of it was dropped and another third was late. Most roadmaps fail for reasons that were visible in the meeting where they were agreed.
Busy Is Not the Same as Moving the Numbers
Full sprints, steady velocity, a release every week, and the metric that matters hasn't moved in two quarters. Why output is so easy to mistake for progress, and how to point the work back at the business.
One Platform, Many Brands, and the Drift Nobody Notices
Running several brands on one platform should make each new brand cheaper. Over time, drift makes every change more expensive instead. How it happens, what it costs, and how to keep brands in parity without slowing them down.
What a Product Audit Should Tell You
A useful product audit ends with a short, ranked list of what to fix and why. What to look at, what the output should be, and the signs that it's time for one.
Launching a Product, Beginning to End
A launch starts long before the deploy and ends weeks after it, when you know whether it worked. The stages, what leadership should check at each one, and where launches usually go wrong.
When to Bring In Fractional Product Leadership
A full-time head of product is a big hire to get wrong. For many companies, a few days a week of senior product judgment does the job better. The signs you need it, and what to expect from it.
Ship When It's Ready, Not When the Calendar Says So
Fixed release trains look disciplined on a slide. In practice they hold back finished work and push unfinished work out the door. Why we prefer releasing when work is ready, and what it takes to do that safely.
Bringing Scrum Into a Disorganized Organization: A Case Study
No single backlog, five executives setting priorities, and features that took months to finish. How a product organisation got to a working rhythm in one quarter, and why the framework came last.
Do You Really Need Scrum?
Scrum solves a specific problem. Many companies adopt the whole package without having that problem, and pay for it in meetings. What to keep, what to cut, and when Kanban is the better call.
Is a product drifting, or a roadmap stuck between strategy and delivery?
Send us a note and we'll tell you whether we can help.