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Productivity4 steps

Commit Only to Dates Within Your Control

Roadmap the phase, not the feature: Discovery, then Solutioning, then Build, then a ship date.

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Strategy4 steps

Competitive Wargaming

Assign each squad one competitor for a quarter, then pool the intel on a presentation day.

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Mindset4 steps

Don't Stop Until You Reach the End

Distrust expert answers and drive every problem to ground-truth yourself

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Innovation4 steps

Fairer Marketplace Rating System Design

Fight rating inflation and averaging bias with renormed labels, priors, blind reviews, and the sound of silence.

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Entrepreneurship5 steps

Four Paths Into Product Management

Two formal and two informal routes into PM — the informal ones convert most often.

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Leadership3 steps

Hire Founders (Eyes Open to the Costs)

Recruit ex-founders for outsized output and truth-telling, budgeting for high attrition

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Leadership3 steps

Hire the People That People Pick

Win great hires over months by adding value first, long before there's a role

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Innovation5 steps

Hypothesis-Driven Experimentation: Learning as a Win

Reframe experiments from winners/losers to hypotheses; run more, run shorter, and carry priors forward.

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Innovation4 steps

Leap-of-Faith MVP Scoping

Scope the smallest build that tests your riskiest assumption, not a stripped-down product

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Strategy4 steps

Marketplace Whack-a-Mole: Managing Winners and Losers

Most consequential marketplace changes create winners and losers; manage the trade, don't chase a metric.

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Sales4 steps

Match the Sales Hire to the Motion and the Buyer (PLG to SLG)

Layering sales onto PLG: hire growers for inbound and department-head buyers, not CIO hunters.

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Leadership4 steps

Patience vs Process Diagnostic

When something's stalling, know whether it needs more patience or a process intervention

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Strategy4 steps

Predict vs. Decide: Think in Differentials

Prediction finds correlations; decisions need causal differences. Optimize the lift, not the level.

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Mindset3 steps

Robust-Across-Futures Action

When the future is unknowable, choose actions that are ethical across a wide range of scenarios

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Entrepreneurship4 steps

Start Bespoke, Become a Marketplace Later

A marketplace never starts as a marketplace; win with a pre-liquidity value prop first.

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Leadership3 steps

Startup-Within-a-Company Team Design

Build new things inside big companies with small, senior, trusted teams and manufactured discipline

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Communication2 steps

The Best-Practice Inversion Interview

Ask a candidate for a best practice, then for when it would not apply

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Leadership3 steps

The Chief Engineer Trade-off Owner

Give one person moral authority over a whole product to keep design coherence in one head

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Communication6 steps

The Constructive Feedback Script

Deliver hard feedback with observable facts, shared-knowledge framing, and one clear leave-with action

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Strategy4 steps

The Differentiation Stack

Four ordered tests a product must pass to matter, not just exist

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Strategy4 steps

The Fixed-Window Pivot Decision

Time-box a full-focus test on the one thing that matters, then let the team name the next bet

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Entrepreneurship5 steps

The Founder Prenup

Talk through values, vision, conflict, decisions, and culture before you co-found

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Leadership4 steps

The OPPA — Leaderless Peer Review of Problems and Opportunities

A recurring PM-only forum to spar on problems and opportunities — with the CPO deliberately absent.

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Communication5 steps

The Personal Operating Manual

A working-style 'read me' so teammates know how to work with you before friction starts

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Leadership5 steps

The Pre-Firing 'Crystal Clear' Conversation

Before you fire anyone, have the deal-breaker conversation that makes firing never a surprise

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Leadership5 steps

The Promotion-Denial Conversation

Deliver the no upfront, give the reasons, then paint hope for the future

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Entrepreneurship4 steps

The Scaled-Liquidity Smell Test

Before calling yourself a marketplace, prove you have scaled liquidity on both sides.

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Marketing4 steps

The Sticky Engine of Growth

Model retention by the three, and only three, reasons a customer returns to your product

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Leadership5 steps

The Three-Phase OKR Maturity Ladder

No OKRs, then siloed team OKRs, then company OKRs with cross-org dependency mapping.

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Productivity4 steps

The Three Questions to End Every Meeting

Close every meeting with: what did we decide, who does what by when, and who else needs to know

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Strategy4 steps

Three-Horizon Resource Allocation Shift

Express multi-year strategy as a yearly percentage split of resources across three horizons.

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Leadership4 steps

Trust-by-Structure Governance

Embed your promises into the company's structure so they hold even when you're gone

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Strategy5 steps

Where-to-Play Product Strategy as the Prioritization Engine

Turn an integrated set of strategic choices into the filter that decides every roadmap trade-off.

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