Hustle Badger

𝗚𝗶𝗮𝗻𝘁 𝟳𝟬+ 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗲𝘁𝗿𝗶𝗰 𝗖𝗵𝗲𝗮𝘁𝘀𝗵𝗲𝗲𝘁 Includes 📖𝗠𝗲𝘁𝗿𝗶𝗰 𝗱𝗲𝗳𝗶𝗻𝗶𝘁𝗶𝗼𝗻𝘀 🎯𝗪𝗵𝗲𝗻 𝗶𝘁'𝘀 𝗮 𝗴𝗼𝗼𝗱 𝗺𝗲𝘁𝗿𝗶𝗰 𝘁𝗼 𝘂𝘀𝗲 ❓𝗡𝗼𝘁𝗲𝘀 𝗼𝗻 𝘄𝗵𝗮𝘁 𝘁𝗼 𝗽𝗮𝗶𝗿 𝗶𝘁 𝘄𝗶𝘁𝗵, 𝘁𝗶𝗺𝗲 𝗽𝗲𝗿𝗶𝗼𝗱𝘀 𝘄𝗵𝗶𝗰𝗵 𝘄𝗼𝗿𝗸 & 𝘀𝗼 𝗼𝗻 Here's just 14 of the metrics we cover to give you a flavour - 𝗔𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻: • 𝗖𝗵𝗮𝗻𝗻𝗲𝗹𝘀: High level categorizations of where your traffic came from.  There are a limited number.  Common ones include Organic Search, Direct, Paid Search. • 𝗟𝗮𝗻𝗱𝗶𝗻𝗴 𝗽𝗮𝗴𝗲 𝘃𝗶𝗲𝘄𝘀: can be applied to other metrics to understand where to work.  For example: Landing page bounce rate, Landing page conversion, Landing page engaged sessions • 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗶𝗼𝗻 𝗿𝗮𝘁𝗲: Percentage of users [divided by all users on that page / on the site] who progress through funnel or customer journey stages • 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗤𝘂𝗮𝗹𝗶𝗳𝗶𝗲𝗱 𝗟𝗲𝗮𝗱𝘀: Enterprise B2B metric: A marketing generated request for a product demonstration, which is qualified, i.e. meets certain internal company criteria, such as ICP. Also product qualified leads, sales qualified leads, sales opportunities and closed won deals. 𝗔𝗰𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻: • 𝗘𝗻𝗴𝗮𝗴𝗲𝗱 𝗦𝗲𝘀𝘀𝗶𝗼𝗻𝘀 𝗣𝗲𝗿 𝗨𝘀𝗲𝗿: Average session count per active user for the time period selected. • 𝗗𝗔𝗨 | 𝗗𝗮𝗶𝗹𝘆 𝗔𝗰𝘁𝗶𝘃𝗲 𝗨𝘀𝗲𝗿𝘀: Daily active users: users with a engaged session within the time period (also HAU, WAU, MAU) • 𝗦𝘁𝗶𝗰𝗸𝗶𝗻𝗲𝘀𝘀: Metrics which demonstrate that users find high value in a product and will find it hard to give up.  Typically a DAU:MAU ratio.    𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻: • 𝗡𝗣𝗦: Calculation based on user response to a 1-10 point scale.  You calculate the NPS score by first bucketing your respondents into different segments and subtracting detractors from promoters and ignoring the neutral group. • 𝗥𝗲𝗳𝘂𝗻𝗱 𝗿𝗮𝘁𝗲:  Calculated as a percentage of revenue or a percentage of users being refunded. 𝗥𝗲𝗳𝗲𝗿𝗿𝗮𝗹: • 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗥𝗲𝗳𝗲𝗿𝗿𝗮𝗹 𝗥𝗮𝘁𝗲: The percentage of customers who refer other users • 𝗩𝗶𝗿𝗮𝗹𝗶𝘁𝘆 𝗰𝗼-𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁: The number of new users which are brought by other users.  Displayed as a ratio.    𝗥𝗲𝘃𝗲𝗻𝘂𝗲: • 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 / 𝗯𝗼𝗼𝗸𝗶𝗻𝗴𝘀 / 𝗯𝗶𝗹𝗹𝗶𝗻𝗴𝘀 / 𝗰𝗮𝘀𝗵: definitions of each and how they are different to each other • 𝗖𝗔𝗖:𝗖𝗟𝗧𝗩: how to use and a couple of ways to calculate • 𝗠𝗥𝗥: (Total revenue from existing subscribers plus total revenue from new subscribers plus any upgrades or expansion revenue) minus (all churned revenue plus any downgraded revenue) [in month] = MRR    Get it here & comment below for any metrics you think we're missing and should add 👇: https://lnkd.in/eAuRFUWB

🔨DOING vs 👯MANAGING --> which career path is right for you? "𝘞𝘩𝘦𝘯 𝘐 𝘸𝘢𝘴 𝘢 𝘎𝘗𝘔, 𝘐 𝘢𝘴𝘬𝘦𝘥 𝘢 𝘎𝘰𝘰𝘨𝘭𝘦 𝘴𝘦𝘯𝘪𝘰𝘳 𝘷𝘪𝘤𝘦 𝘱𝘳𝘦𝘴𝘪𝘥𝘦𝘯𝘵 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘪𝘣𝘭𝘦 𝘧𝘰𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳 𝘤𝘢𝘳𝘦𝘦𝘳 𝘥𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 𝘸𝘩𝘺 𝘎𝘰𝘰𝘨𝘭𝘦 𝘥𝘪𝘥𝘯’𝘵 𝘩𝘢𝘷𝘦 𝘥𝘶𝘢𝘭 𝘭𝘢𝘥𝘥𝘦𝘳𝘴 𝘧𝘰𝘳 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳𝘴. 𝘋𝘦𝘴𝘱𝘪𝘵𝘦 𝘗𝘔 𝘭𝘢𝘥𝘥𝘦𝘳𝘴 𝘮𝘪𝘳𝘳𝘰𝘳𝘪𝘯𝘨 𝘌𝘯𝘨 (𝘢𝘯𝘥 𝘋𝘦𝘴𝘪𝘨𝘯) 𝘪𝘯 𝘮𝘢𝘯𝘺 𝘰𝘵𝘩𝘦𝘳 𝘸𝘢𝘺𝘴, 𝘸𝘩𝘺 𝘥𝘪𝘥 𝘸𝘦 𝘩𝘢𝘷𝘦 𝘱𝘳𝘪𝘯𝘤𝘪𝘱𝘢𝘭 𝘴𝘰𝘧𝘵𝘸𝘢𝘳𝘦 𝘦𝘯𝘨𝘪𝘯𝘦𝘦𝘳 𝘢𝘯𝘥 𝘱𝘳𝘪𝘯𝘤𝘪𝘱𝘢𝘭 𝘥𝘦𝘴𝘪𝘨𝘯𝘦𝘳 𝘳𝘰𝘭𝘦𝘴 𝘣𝘶𝘵 𝘯𝘰 𝘱𝘳𝘪𝘯𝘤𝘪𝘱𝘢𝘭 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳?" - Ken Norton, Bring the Donuts ⏰𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗶𝘀 𝗼𝗳𝘁𝗲𝗻 𝘀𝗲𝗲𝗻 𝗮𝘀 𝗰𝗹𝗶𝗺𝗯𝗶𝗻𝗴 𝘁𝗵𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝗶𝗮𝗹 𝗵𝗶𝗲𝗿𝗮𝗿𝗰𝗵𝘆: 𝘀𝘁𝗮𝘁𝘂𝘀, 𝗺𝗼𝗻𝗲𝘆 𝗮𝗻𝗱 𝗿𝗲𝘄𝗮𝗿𝗱𝘀 𝗳𝗼𝗹𝗹𝗼𝘄.  👉For some people that's great: a clear career ladder that matches their skills. ❓𝗕𝘂𝘁 𝘄𝗵𝗮𝘁 𝗶𝗳 𝘆𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗹𝗶𝗸𝗲 𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗮𝗻𝗱 𝗮𝗹𝗹 𝘄𝗵𝗶𝗰𝗵 𝗰𝗼𝗺𝗲𝘀 𝘄𝗶𝘁𝗵 𝘀𝗲𝗻𝗶𝗼𝗿𝗶𝘁𝘆, 𝗯𝗲 𝗶𝘁 𝗽𝗼𝗹𝗶𝘁𝗶𝗰𝘀, 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗼𝗿 𝘁𝗵𝗲 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗼𝗳 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗶𝗻𝗴 𝗮𝗻𝗱 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴?  ❓𝗪𝗵𝗮𝘁 𝗶𝗳 𝘆𝗼𝘂 𝗷𝘂𝘀𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝗹𝗶𝗸𝗲 𝗱𝗼𝗶𝗻𝗴 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂'𝗿𝗲 𝗱𝗼𝗶𝗻𝗴, 𝘄𝗲𝗹𝗹? There is an IC path in product management which rewards ✅Doing ✅Deep expertise ✅Specialist skills --> & right now there's more of these roles than ever before due to domain area complexity: platform, blockchain, AI... 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗳𝗶𝗴𝘂𝗿𝗲 𝗼𝘂𝘁 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂'𝗿𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗻𝗲𝘅𝘁 𝘀𝘁𝗲𝗽𝘀 - 1️⃣𝗗𝗼 𝗜 𝗹𝗶𝗸𝗲 𝘄𝗵𝗮𝘁 𝗜'𝗺 𝗱𝗼𝗶𝗻𝗴? Think deeply about what you enjoy and don't enjoy about your job.  If you love being in the weeds of stand ups, discovery, backlog grooming, vs stakeholder comms, delivery reviews - ask yourself - how much would I miss these aspects of my job? 2️⃣𝗗𝗼 𝗜 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗺𝗮𝗻𝗮𝗴𝗲? Management comes with a completely different skill and responsibility set.  Do you enjoy coaching and interacting?  Would I rather get back to my work? It's key to figure this out before you accidentally get promoted because you're doing such a strong job at your current level. 3️⃣𝗛𝗼𝘄 𝗺𝘂𝗰𝗵 𝗱𝗼𝗲𝘀 𝗺𝗼𝗻𝗲𝘆 𝗼𝗿 𝗷𝗼𝗯 𝘁𝗶𝘁𝗹𝗲 𝗺𝗮𝘁𝘁𝗲𝗿 𝘁𝗼 𝗺𝗲? More and more specialized and rewarded IC roles are emerging, but often the status and the money follows increases in titles, and how many people you manage.  Check that you're ok with not being invited to that important meeting, always having a boss, and that your compensation may hit a ceiling. ---> There's a lot of rewards for remaining a doer, just as there are for becoming a manager if you're someone whose skills and passion lean in that direction.  Just need to figure out what's right for you. Guide here - https://lnkd.in/ebFS9NYT   

How do you know if your product team is performing? Answer: AUDIT THEM. Without an audit, views are subjective.  But you might feel it. Signs not all is well in the kingdom are: Product feels like a black box: • You’re spending a ton of money on your team • You’re constantly struggling to get features out • Features rarely deliver the impact you’re hoping for As a CEO / product leader how do you respond? You diagnose what’s holding the product org back You solve the root causes of underperformance You set the team up for success ➡️ You’ll dramatically improve the returns on your investment in technology How do you identify these root cause problems? Start with a 𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗔𝗨𝗗𝗜𝗧: Identifies critical problems holding the product org back Uncovers quick fixes that can unblock teams Highlights capabilities that need building over time The product audit breaks down overall product success into 12 major drivers across: 🎯 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 – Do we know what to build? ⚙️ 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 – Can we build it? 👷♀️ 𝗣𝗲𝗼𝗽𝗹𝗲 – Have we got the right builders? You assess each of these drivers on a scale: 𝗦𝘁𝗮𝗿𝘁𝗶𝗻𝗴 – Significant room for improvement 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 – Progress made, and more to be done 𝗠𝗮𝘀𝘁𝗲𝗿𝗶𝗻𝗴 – Mature product capability Ideally this isn’t done by a single person, but by a small number of people both within and outside of the product org to give a 360 view. The result is that you have a clear understanding of where you need to focus to increase overall product org performance and team velocity. Get the Hustle Badger product audit template here - https://lnkd.in/etfriknS

Missed our recent Snap Strategy class?  Get the round up here, plus the Youtube link👇 𝗪𝗵𝗮𝘁 𝗶𝘀 𝗮 𝗦𝗻𝗮𝗽 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆?  𝗜𝘁'𝘀 𝗮 𝗹𝗶𝗴𝗵𝘁𝘄𝗲𝗶𝗴𝗵𝘁, 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝘄𝗮𝘆 𝘁𝗼 𝗱𝗲𝗳𝗶𝗻𝗲 𝗮 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗶𝗻 𝗷𝘂𝘀𝘁 𝗼𝗻𝗲 𝗵𝗼𝘂𝗿. Here's how you can do it step-by-step 👇 1️⃣ 𝗗𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝗢𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲 What are you trying to achieve? Your objective should be inspiring yet measurable. 2️⃣ 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘁𝗵𝗲 𝗧𝗮𝗿𝗴𝗲𝘁 𝗨𝘀𝗲𝗿 Who is this strategy serving? What specific pain points do they have? 3️⃣ 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝗬𝗼𝘂𝗿 𝗨𝗻𝗶𝗾𝘂𝗲 𝗔𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲 What makes your company uniquely positioned to solve this? Do you have data, distribution, technology, or brand strength others don’t? 4️⃣ 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗬𝗼𝘂𝗿 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗶𝗹𝗹𝗮𝗿𝘀 These are the 3-4 areas of focus that will drive your strategy. Examples: Improve onboarding → Reduce drop-offs in the first 7 days Enhance automation → Save users 10+ hours per month Expand integrations → Connect to the most-used third-party tools 5️⃣ 𝗔𝗻𝘀𝘄𝗲𝗿 𝗞𝗲𝘆 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 What problem are we solving? Why is it important now? What trade-offs are we making? What should we not work on? 6️⃣ 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 How will you track success? Define leading and lagging indicators. Example: If retention is our goal, we track activation rates in the first 30 days. 7️⃣ 𝗕𝘂𝗶𝗹𝗱 𝘁𝗵𝗲 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 Now, prioritize and break it into phases. What comes first? What’s a quick win? What needs research before execution? 💡𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗮𝘀𝗸𝗲𝗱 𝗮𝗻𝗱 𝗮𝗻𝘀𝘄𝗲𝗿𝗲𝗱 𝗶𝗻 𝘁𝗵𝗲 𝗰𝗹𝗮𝘀𝘀 🔹 How is this different from a traditional strategy? This method is faster, more focused, and iterative—ideal for teams who need clarity without getting stuck in analysis paralysis. 🔹 Can this work for early-stage startups? Absolutely. It’s even more critical when resources are tight and focus is key. 🔹 What if leadership already has a strategy? Use this framework to pressure-test their strategy and ensure execution aligns with reality. 🔹 What happens after an hour? Your first draft won’t be perfect, but it will get your team aligned and moving forward. Revisit and refine it as you execute. Check out the class recording here - https://lnkd.in/ecKeTepE

𝗣𝗿𝗼𝗱𝘂𝗰𝘁-𝗠𝗮𝗿𝗸𝗲𝘁 𝗙𝗶𝘁: 𝗔 𝗦𝗽𝗲𝗰𝘁𝗿𝘂𝗺, 𝗡𝗼𝘁 𝗮 𝗦𝘄𝗶𝘁𝗰𝗵  PMF isn’t a finish line—it’s a spectrum that measures how well your product aligns with market demand. Knowing where you sit on this spectrum determines the levers you need to pull for sustainable growth.  𝗧𝗵𝗲 𝗧𝗵𝗿𝗲𝗲 𝗣𝗶𝗹𝗹𝗮𝗿𝘀 𝗼𝗳 𝗣𝗠𝗙  1. 𝗗𝗲𝗺𝗮𝗻𝗱 – Is there a burning problem in the market? Are customers seeking a solution?   2. 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 – How well does your product solve this problem? Are users sticking around?   3. 𝗗𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 – How efficiently can you 𝗲𝘅𝗽𝗮𝗻𝗱 𝗯𝗲𝘆𝗼𝗻𝗱 𝘆𝗼𝘂𝗿 𝗶𝗻𝗶𝘁𝗶𝗮𝗹 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗽𝗼𝗼𝗹 and into new markets?  𝗟𝗲𝘃𝗲𝗹𝘀 𝗼𝗳 𝗣𝗿𝗼𝗱𝘂𝗰𝘁-𝗠𝗮𝗿𝗸𝗲𝘁 𝗙𝗶𝘁  - 𝗟𝗲𝘃𝗲𝗹 𝟬: 𝗡𝗼𝘁 𝗔𝗽𝗽𝗹𝗶𝗰𝗮𝗯𝗹𝗲 – No market feedback yet.   - 𝗟𝗲𝘃𝗲𝗹 𝟭: 𝗟𝗶𝗴𝗵𝘁 𝗣𝗠𝗙 – Some interest, but customer engagement is inconsistent.   - 𝗟𝗲𝘃𝗲𝗹 𝟮: 𝗠𝗼𝗱𝗲𝗿𝗮𝘁𝗲 𝗣𝗠𝗙 – A small, loyal user base, but growth is limited.   - 𝗟𝗲𝘃𝗲𝗹 𝟯: 𝗦𝘁𝗿𝗼𝗻𝗴 𝗣𝗠𝗙 – Customers are actively referring others; you’re breaking into adjacent customer pools.   - 𝗟𝗲𝘃𝗲𝗹 𝟰: 𝗜𝗻𝘁𝗲𝗻𝘀𝗲 𝗣𝗠𝗙 – Word-of-mouth is driving 𝗲𝘅𝗽𝗼𝗻𝗲𝗻𝘁𝗶𝗮𝗹 𝗴𝗿𝗼𝘄𝘁𝗵 beyond your initial niche.  𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗜𝗺𝗽𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀  "𝘈𝘳𝘦 𝘱𝘦𝘰𝘱𝘭𝘦 𝘨𝘳𝘢𝘣𝘣𝘪𝘯𝘨 𝘵𝘩𝘦 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘰𝘶𝘵 𝘰𝘧 𝘺𝘰𝘶𝘳 𝘩𝘢𝘯𝘥𝘴 𝘴𝘢𝘺𝘪𝘯𝘨 𝘐 𝘸𝘢𝘯𝘵 𝘪𝘵, 𝘰𝘳 𝘐’𝘮 𝘶𝘴𝘪𝘯𝘨 𝘪𝘵, 𝘰𝘳 𝘐’𝘮 𝘣𝘶𝘺𝘪𝘯𝘨 𝘪𝘵, 𝘰𝘳 𝘐’𝘮 𝘥𝘰𝘸𝘯𝘭𝘰𝘢𝘥𝘪𝘯𝘨 𝘪𝘵, 𝘰𝘳 𝘐’𝘮 𝘨𝘪𝘷𝘪𝘯𝘨 𝘺𝘰𝘶 𝘮𝘺 𝘦𝘮𝘢𝘪𝘭 𝘢𝘥𝘥𝘳𝘦𝘴𝘴.” - Steve Blank describes strong PMF Recognizing your PMF level helps you 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗻𝗲𝘅𝘁 𝘀𝘁𝗲𝗽.  PMF isn’t about flipping a switch—it’s about iterating your demand matching. 𝗧𝗵𝗲 𝗯𝗲𝘁𝘁𝗲𝗿 𝘆𝗼𝘂 𝗺𝗮𝘁𝗰𝗵 𝗱𝗲𝗺𝗮𝗻𝗱, 𝘁𝗵𝗲 𝗲𝗮𝘀𝗶𝗲𝗿 𝗴𝗿𝗼𝘄𝘁𝗵 𝘄𝗶𝗹𝗹 𝗯𝗲. 𝗬𝗼𝘂'𝗹𝗹 𝗻𝗲𝘃𝗲𝗿 𝗯𝗲 𝗱𝗼𝗻𝗲 The market moves, and customer demands evolve.  𝗬𝗼𝘂 𝗰𝗮𝗻 𝗵𝗮𝘃𝗲 𝗣𝗠𝗙 𝘁𝗼𝗱𝗮𝘆 𝗮𝗻𝗱 𝗶𝘁 𝗰𝗮𝗻 𝗯𝗲 𝗴𝗼𝗻𝗲 𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄. Iterating customer demand and product demand matching is the job. “𝘐 𝘤𝘰𝘯𝘴𝘵𝘢𝘯𝘵𝘭𝘺 𝘳𝘦𝘮𝘪𝘯𝘥 𝘰𝘶𝘳 𝘦𝘮𝘱𝘭𝘰𝘺𝘦𝘦𝘴 𝘵𝘰 𝘣𝘦 𝘢𝘧𝘳𝘢𝘪𝘥, 𝘵𝘰 𝘸𝘢𝘬𝘦 𝘶𝘱 𝘦𝘷𝘦𝘳𝘺 𝘮𝘰𝘳𝘯𝘪𝘯𝘨 𝘵𝘦𝘳𝘳𝘪𝘧𝘪𝘦𝘥. 𝘕𝘰𝘵 𝘰𝘧 𝘰𝘶𝘳 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘰𝘯, 𝘣𝘶𝘵 𝘰𝘧 𝘰𝘶𝘳 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳𝘴. 𝘖𝘶𝘳 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳𝘴 𝘩𝘢𝘷𝘦 𝘮𝘢𝘥𝘦 𝘰𝘶𝘳 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘸𝘩𝘢𝘵 𝘪𝘵 𝘪𝘴, 𝘵𝘩𝘦𝘺 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘰𝘯𝘦𝘴 𝘸𝘪𝘵𝘩 𝘸𝘩𝘰𝘮 𝘸𝘦 𝘩𝘢𝘷𝘦 𝘢 𝘳𝘦𝘭𝘢𝘵𝘪𝘰𝘯𝘴𝘩𝘪𝘱....𝘈𝘯𝘥 𝘸𝘦 𝘤𝘰𝘯𝘴𝘪𝘥𝘦𝘳 𝘵𝘩𝘦𝘮 𝘵𝘰 𝘣𝘦 𝘭𝘰𝘺𝘢𝘭 𝘵𝘰 𝘶𝘴 – 𝘳𝘪𝘨𝘩𝘵 𝘶𝘱 𝘶𝘯𝘵𝘪𝘭 𝘵𝘩𝘦 𝘴𝘦𝘤𝘰𝘯𝘥 𝘵𝘩𝘢𝘵 𝘴𝘰𝘮𝘦𝘰𝘯𝘦 𝘦𝘭𝘴𝘦 𝘰𝘧𝘧𝘦𝘳𝘴 𝘵𝘩𝘦𝘮 𝘢 𝘣𝘦𝘵𝘵𝘦𝘳 𝘴𝘦𝘳𝘷𝘪𝘤𝘦.” - 𝘑𝘦𝘧𝘧 𝘉𝘦𝘻𝘰𝘴 Check out our full article on PMF here - https://lnkd.in/eh8asjtd

🚀 🚀 🚀 𝗔𝗜 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗦𝗽𝗿𝗶𝗻𝘁 🚀 🚀 🚀 ✅ 𝗔𝗣𝗣𝗟𝗬 𝗡𝗢𝗪 Advances in AI are 𝘸𝘪𝘭𝘥 at the moment. PM, designer, and engineer are merging into a single “builder” role. MVPs are shipped in hours, not weeks. Everyone knows that they need to stay current with AI tooling or fall behind professionally. But still the challenge is how do you get going? So Hustle Badger is piloting an 🚀 🚀 𝗔𝗜 𝗔𝗖𝗖𝗢𝗨𝗡𝗧𝗔𝗕𝗜𝗟𝗜𝗧𝗬 𝗦𝗣𝗥𝗜𝗡𝗧 🚀 🚀 𝗕𝘂𝗶𝗹𝗱 𝗮𝗻𝗱 𝗹𝗮𝘂𝗻𝗰𝗵 𝗮𝗻 𝗔𝗜 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗶𝗻 𝗷𝘂𝘀𝘁 𝟲 𝘄𝗲𝗲𝗸𝘀. Stop overthinking, start shipping. Join a small, high-energy cohort to drive momentum, stay accountable, and get something real into the world. 𝗪𝗛𝗢 𝗜𝗦 𝗜𝗧 𝗙𝗢𝗥? If you’ve been thinking about AI but haven’t built anything yet—this is for you. No coding required. Just a commitment to 𝗹𝗲𝗮𝗿𝗻 𝗯𝘆 𝗱𝗼𝗶𝗻𝗴 and 𝘀𝗵𝗶𝗽 𝗳𝗮𝘀𝘁. 𝗪𝗛𝗔𝗧 𝗬𝗢𝗨'𝗟𝗟 𝗚𝗘𝗧 𝗢𝗨𝗧 𝗢𝗙 𝗜𝗧 For six weeks, you’ll be part of a 𝟭𝟮-𝗽𝗲𝗿𝘀𝗼𝗻 𝗰𝗼𝗵𝗼𝗿𝘁—a group of builders supporting each other and holding each other accountable. You’ll 𝗯𝘂𝗶𝗹𝗱 𝗮𝗻𝗱 𝗹𝗮𝘂𝗻𝗰𝗵 𝗮 𝗿𝗲𝗮𝗹 𝗔𝗜-𝗽𝗼𝘄𝗲𝗿𝗲𝗱 𝗽𝗿𝗼𝗱𝘂𝗰𝘁. It could be an internal tool, a side project, a personal productivity hack—whatever excites you. The focus is on 𝗴𝗲𝘁𝘁𝗶𝗻𝗴 𝘆𝗼𝘂 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 and smashing through any 𝗺𝗲𝗻𝘁𝗮𝗹 𝗼𝗿 𝘁𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗯𝗹𝗼𝗰𝗸𝗲𝗿𝘀. By the end of the sprint, you won’t just have a finished product—you’ll have the 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝗮𝗻𝗱 𝘀𝗸𝗶𝗹𝗹𝘀 to keep experimenting with AI and building useful tools that real people use. 𝗛𝗢𝗪 𝗜𝗧 𝗪𝗢𝗥𝗞𝗦 💡 𝗪𝗲𝗲𝗸𝗹𝘆 𝘃𝗶𝗱𝗲𝗼 𝗰𝗮𝗹𝗹 – Show progress, commit to next steps ⚡ 𝗕𝘂𝗶𝗹𝗱, 𝘀𝗵𝗶𝗽, 𝗴𝗲𝘁 𝗿𝗲𝗮𝗹 𝘂𝘀𝗲𝗿𝘀 – Learning by doing, not copy-pasting someone else's prompts 🔗 𝗦𝗹𝗮𝗰𝗸 𝗴𝗿𝗼𝘂𝗽 + 𝗮𝘀𝘆𝗻𝗰 𝗰𝗵𝗲𝗰𝗸-𝗶𝗻𝘀 – Quick unblockers and peer support 🛠️ 𝗛𝗮𝗻𝗱𝗽𝗶𝗰𝗸𝗲𝗱 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 – Only what you need to move forward 🎤 𝗗𝗲𝗺𝗼 𝗱𝗮𝘆 (optional) – Show off what you’ve built 𝗪𝗛𝗔𝗧 𝗬𝗢𝗨 𝗡𝗘𝗘𝗗 𝗧𝗢 𝗖𝗢𝗠𝗠𝗜𝗧𝗧 📅 𝗢𝗻𝗲 𝗰𝗮𝗹𝗹 𝗽𝗲𝗿 𝘄𝗲𝗲𝗸 – Fridays, 1-2pm GMT ⏳ ~𝟰 𝗵𝗼𝘂𝗿𝘀 𝗽𝗲𝗿 𝘄𝗲𝗲𝗸 – Building in your own time 💰 𝗕𝘂𝗱𝗴𝗲𝘁 £𝟭𝟬𝟬-𝟮𝟬𝟬 – For AI tools you’ll need 𝗖𝗢𝗦𝗧 This is a pilot cohort. 💵 £𝟭𝟬𝟬 𝗳𝗲𝗲 – Nominal fee to screen out time-wasters. 𝗔𝗣𝗣𝗟𝗜𝗖𝗔𝗧𝗜𝗢𝗡 𝗣𝗥𝗢𝗖𝗘𝗦𝗦 📝 𝗙𝗿𝗶 𝟮𝟭𝘀𝘁 𝗙𝗲𝗯 Application deadline. Use the link below. ✅ 𝗠𝗼𝗻 𝟮𝟰𝘁𝗵 𝗙𝗲𝗯 You’ll know if you’re in. 🚀 𝗙𝗿𝗶 𝟮𝟴𝘁𝗵 𝗙𝗲𝗯 Kick off with first session. Quick turn around? Yes, absolutely. This will be the pace of the entire program. Apply here: https://lnkd.in/eJNin243

Real case studies that landed product managers jobs 👇 These four real-life case studies helped Ed, Faith, Amelia, and Ryan land VP & SVP Product roles. ✅𝗖𝗮𝘀𝗲 𝘀𝘁𝘂𝗱𝗶𝗲𝘀 / 𝗱𝗲𝗺𝗼𝗻𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻𝘀: . Ryan Al-Sharieh (VP Product, Giraffe360): 𝗛𝗼𝘄 𝗳𝗮𝗿 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗴𝗼 𝘁𝗼 𝘃𝗮𝗹𝗶𝗱𝗮𝘁𝗲 𝗮𝗻 𝗶𝗱𝗲𝗮? Ryan literally put $2,000 of his own money on the line to test his blockchain/real estate concept, gaining unique insights that set him apart and won him the VP Product job Faith F. (Chief Product & Growth Officer, Vonto; then Dext) 𝗪𝗮𝗻𝘁 𝘁𝗼 𝘀𝗵𝗼𝘄𝗰𝗮𝘀𝗲 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝘀𝗰𝗼𝗽𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗶𝗺𝗽𝗮𝗰𝘁?  Faith demonstrated end-to-end product leadership (across product, design, growth, analytics, support) in her Vonto case study, highlighting how holistic impact can lead to a successful exit ✅𝗙𝗼𝗿𝘄𝗮𝗿𝗱 𝗹𝗼𝗼𝗸𝗶𝗻𝗴 𝘃𝗶𝘀𝗶𝗼𝗻𝘀: Ed Biden's job case study for SVP Job and Talent: 𝗛𝗼𝘄 𝗯𝗶𝗴 𝗶𝘀 𝘆𝗼𝘂𝗿 𝘃𝗶𝘀𝗶𝗼𝗻? Ed used a strategic product vision to nail his final presentation and secure the SVP Product role at Job and Talent.  Ed's deck delivers a strategy masterclass, laying out how he’d deliver real ROI on product investments. Amelia Waddington  (then VP Product, now CPTO Captify) job case study: 𝗛𝗼𝘄 𝘄𝗲𝗹𝗹 𝗱𝗼 𝘆𝗼𝘂 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝗷𝗼𝗯? Amelia took a deep-tech ad platform and made her strategy crystal clear. She delivered a snappy, data-driven plan for Captify’s complex ad-tech platform, impressing the team and securing her VP Product position 𝗖𝗵𝗲𝗰𝗸 𝗼𝘂𝘁 𝘁𝗵𝗲 𝗮𝗰𝘁𝘂𝗮𝗹 𝗱𝗲𝗰𝗸𝘀 𝗵𝗲𝗿𝗲 - https://lnkd.in/eS6NnZdw

💡 Are you de-risking your product ideas early enough? Marty Cagan's Four Big Risks Framework is a great way to think through how concepts might fail. Here’s a quick breakdown of Cagan’s Four Big Risks and how to address each: 1️⃣Value Risk (Will customers buy/use it?) “Sometimes customers just aren’t as excited about this idea as we are, so they choose not to use it or buy it (the value isn’t there)” De-risk by testing for real customer interest early (fake-door experiments, user interviews, prototype demos) to ensure you’re solving a problem people truly care about before you invest in building it. 2️⃣Usability Risk (Can users figure it out?) “Sometimes they do want to use it... but it’s so complicated that it’s simply more trouble than it’s worth... the users don’t use it (the usability isn’t there)” De-risk by rapidly prototype and observing users trying to use your solution. Usability testing will reveal where people get confused or frustrated, so you can simplify the design before full build. 3️⃣Feasibility Risk (Can our team build it?) “Sometimes the customers might have loved it, but it turns out to be much more involved to build than we first thought, and we simply can’t afford the time and cost to deliver (the feasibility isn’t there)” De-risk by involving engineers early to probe what’s possible. Do technical spikes or proof-of-concepts to uncover complex areas up front. 4️⃣Business Viability Risk (Does it work for our business?) “It’s not enough to create a product your customers love; the product must also work for your business” De-risk by vetting your product idea against business constraints. Bring in stakeholders from finance, legal, marketing, to sign off that the solution makes business sense before you go build. ✅ Great product teams tackle these risks early in discovery, not after launch. Want to learn more about how to de-risk product development by using discovery?  Check out our Product Discovery course here - https://lnkd.in/gYfqZw9i "There’s a straight line between not using one of the risk taxonomies, and failed product efforts. Especially failed MVPs.” - Marty Cagan

Great products don’t always win. Sounds harsh, but it’s true. If your product is easy to copy, then: ⚠️ Competitors will clone it ⚠️ You’ll struggle to charge premium prices ⚠️ Margins will shrink as you compete for share ⚠️ Growth will slow as your budgets get maxed out ⚠️ Your company as a whole will need more cash to win The best companies don’t just solve problems—they build moats that make them hard to copy. 7 Powers is a great way to think about this: 1️⃣ Network Effects – More users make your product more valuable 2️⃣ Scale Economies – The bigger you get, the cheaper you are to run 3️⃣ Switching Costs – Leaving is painful for customers 4️⃣ Counter-Positioning – Incumbents can’t copy you without hurting themselves 5️⃣ Cornered Resource – Exclusive access to something valuable 6️⃣ Branding – Same product, higher perceived value 7️⃣ Process Power – Unique ways of working that create an advantage Most products fail because they don’t build moats on these principles. Check out the full guide to the 7 powers framework here - https://lnkd.in/egXhd3XE

What do you say when people ask you what you do? How do you explain the value of Product Management? 🤔 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝘁𝗲𝗮𝗺𝘀 𝗰𝗿𝗲𝗮𝘁𝗲 𝘃𝗮𝗹𝘂𝗲 They change the P&L by delighting customers, in hard-to-copy, margin-enhancing ways • Delight customers by creating far more value than they can get elsewhere • Maintain this value by making it hard for competitors to copy • Extract some of the value created as margin for the business 𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝘃𝗮𝗹𝘂𝗲 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 As a rule of thumb, a product team costs $1m a year to run. That’s about: • $4.5k per day • $20k per week • $83k per month Investing in technology is expensive, and everyone wants to see a pay back on this. 𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝘃𝗮𝗹𝘂𝗲 𝗶𝘀 𝗿𝗶𝘀𝗸𝘆 Traditionally this would be called innovation or R&D. No one has done it before. 4 risks prevent you creating value: 1. Value risk – Do customers really want this? Do they value it? 2. Business risk – Can the business deliver this operationally? Is this legal? 3. Usability risk – Do users understand this? Can they use it? 4. Technical risk – Can we build this? Is it scalable, secure and reliable? The core role of PMs is managing big, risky investments. 𝗔 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝗺𝗮𝗻𝗮𝗴𝗲𝘀 𝗿𝗶𝘀𝗸 You want to spread your investments across high risk/return and low risk/return initiatives. The balance you have depends on your company's life stage. You fund solving a problem, rather than building a solution: • User problems are stable, and you can put a value on solving them. • The impact of solutions is unknown before they are built. 𝗣𝗵𝗮𝘀𝗶𝗻𝗴 𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝘀 𝗿𝗶𝘀𝗸 An operating model reduces risk as things are built. This has four key phases: 1. Discover – Understand which problems we could solve to create value for user 2. Define – Define a specific problem to solve 3. Design – Generate different solutions which could solve the problem 4. Deliver – Build and release one specific solution In practice, this is a pattern of meetings (e.g. product reviews) and documents (e.g. PRDs) that accelerate and magnify the impact of teams. This is a complex, multi-disciplinary undertaking. This process helps you tackle the biggest risks first, so you gain confidence as you invest more in an idea. This isn’t a linear process • Every time you ship something you learn more about your users. • Working out what to build is a continuous, iterative activity. 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗶𝘀 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 Outcomes rely on outputs • It doesn’t matter what you ship, as long as you deliver a return. • There are no prizes for shipping lots of stuff. • But you can’t create value if you don’t ship, and ship the right things. Longer explainer with more charts here: https://lnkd.in/etQmSj4h