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Strategy3 steps

Competition-Aware, Not Competition-Focused

Stay aware of rivals but anchor on the customer job, because the real competitor is the default old way

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Innovation4 steps

Conviction-Building for Low-Volume Experiments

When you can't run a clean A/B test, stack alternative signals to raise conviction instead of faking precision

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Leadership4 steps

Conviction Staffing

Staff speculative projects with people obsessed with the idea, not with whoever happens to be free.

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Leadership5 steps

Depth-Meets-Breadth Product Review

Run reviews to make the product better, not to interrogate — you bring breadth, the team brings depth

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Strategy5 steps

Don't Compete With What You Bought

The classic acquisition killer: building a rival in-house version of the thing you just acquired.

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Peak Performance4 steps

Even-Keel Under Pressure

Don't reflect stress onto your team — mantras plus lived exposure keep your head clear when everything's on fire

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Strategy5 steps

Iterate-Then-Automate Scaling Ladder

Let ops manually iterate a process until it breaks at scale, then hand exactly that broken step to technology

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Productivity4 steps

Kernel-of-Truth Signal Triage

Product is finding the one thing that really matters in a sea of inputs — capture everything, then ruthlessly filter

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Leadership3 steps

Product Operations Feedback Loop

A function that reports to Ops but sits with Product to close the two-way gap between HQ builders and field teams

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Leadership6 steps

Sacred Cows as Your Roadmap

In a calcified org, the list of things nobody is allowed to touch IS the product roadmap.

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Innovation5 steps

The Acqui-Hire Silo

Buy a founder, hand them the riskiest bet, and spend your capital shielding them from the org.

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Strategy5 steps

The Asynchronous Scaffolding Test

A synchronous-only consumer product can't retain. Surround it with async, or pick a vertical.

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Strategy5 steps

The Framework Limit Test

Two tripwires that tell you your product framework (JTBD, OKRs, DAU) has become the enemy.

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