Alex Rodrigues

Aligning on a product launch process internally avoids last-minute surprises and ensures launches have the most impact. Here's the framework I’ve found most effective: 1. Establish shared goals and outcomesStart by ensuring all stakeholders understand not just the what of the launch but the why. What’s the desired impact? Whether it’s driving revenue, adoption, or a major perception shift, having a unified goal clarifies priorities. 2. Use a tiering frameworkWe classify launches into clear tiers ...Read More

AI has become one of our go-to collaborators for research — not because it replaces our instincts, but because it accelerates the work and surfaces insights faster. Here's how we use it, and where it still needs a human touch: Desk research at warp speedAI dramatically shortens the time it takes to do foundational research. From sizing markets to exploring how specific segments are evolving, we use AI to scan and summarize publicly available data. It's like having an assistant who can work at br ...Read More

We focus on three main areas to ensure every launch is better than the last: 1. Reporting cadenceWe gather data and feedback at set intervals to track impact and learnings: 2-3 days post-launch: Initial reactions from customers and the market. What channels are showing promise and an overall confidence of if we’ll hit the goals. 2 weeks post-launch: A deeper dive into numerical goals and primary drivers—this is where most insights emerge based on the success or failure of the launch. 3-4 weeks p ...Read More

It all comes down to customer feedback—both the qualitative stories and the quantitative summaries that show the scope and importance of the responses. While larger trends about what works (and what doesn’t) are valuable, they’re only meaningful if we root them in what customers are actively telling us. Every month, we summarize customer feedback. This includes emails to support (Delight), survey responses, sales call recordings, interviews with product, design, or marketing teams, insights from ...Read More

Shipping as much customer value as possible is always the goal, but it can create a challenge when you’re trying to craft a consistent narrative throughout the year. The key is thoughtful planning and knowing when—and how—to amplify each launch moment. It starts with the calendar. I prioritize planning for the biggest moments first. Tentpole or Tier 1 launches get dedicated time, often an entire week, and I avoid scheduling other launches immediately after so we can keep reinforcing that moment. ...Read More

The right methodology really depends on the shape of your business and what you’re optimizing for. In my experience, the most effective pricing work usually blends a few approaches. Internal stakeholder interviewsWhen kicking off a pricing project, I always start here. 1:1 interviews with product, sales, finance, and execs help uncover their hypotheses and expectations. I’ll then summarize the conversations and run a short workshop to align on goals and direction. That alignment up front is crit ...Read More

Price increases work best when they’re paired with meaningful customer value. It’s natural to adjust pricing as your product grows, but unless you were seriously undercharging to begin with, it’s hard to raise prices without also raising perceived value. Here are strategies I’ve found effective: Launch new featuresAdding net new value is the clearest signal that pricing should evolve. Announcing new capabilities right before or at the same time as a price change makes the increase feel earned. C ...Read More

I love this question! It actually took me longer than I wanted to get involved in pricing, so I’m glad you’re thinking about it early.  Pricing sits right at the intersection of customer segmentation, product strategy, and growth — which makes it an incredible learning ground for any PMM. Here are a few ways to start building that muscle: Start with customersPMMs at early-stage companies are often closest to the customer. If you can become the person who knows your ICP inside out, you’ll natural ...Read More

There are a lot of angles to this question — and it’s especially relevant in the AI era, where powerful features often carry hefty costs to run. The right approach usually depends on how transformational the feature is. Here’s how I think about it in different scenarios: Launching an entirely new productThese are big moments — maybe once or twice a year (at most). They’re also the best candidates for creating a new SKU, adjusting your overall pricing, or (in some cases) offering an add-on. Perso ...Read More

Everything starts with clarity on who we’re building for. That means defining the audience where we believe we can create and capture the most meaningful value — especially if they’re underserved today. From there, the process looks like this: Start with hard dataWe begin with desk research to ground our thinking: market size, segment growth, customer types, and competitive dynamics. This helps us frame the opportunity clearly and get buy-in early. Internal stakeholders are more aligned when we ...Read More