Sandeep Rajan

I think of this in two ways best conveyed through a sports metaphor: learning new plays I can add to my playbook, and building reps so that I can figure out what the righ...

We leave it to each team to figure out what helps them balance flexibility with clarity to achieve their maximum speed of execution. We do our best to have a common lang...

A product that is working well for its users will show strong user retention metrics and very positive qualitative feedback from users. If you're retaining the vast major...

I generally believe product strategies should be evaluated more frequently the earlier a product is in its lifecycle. A zero-to-one team I worked closely with found the r...

The more differentiated & sticky your core value proposition is, the less you'll need to worry about market trends, as you'll have more and more of a market all to yo...

What I've enjoyed about being in tech is entire industry lifecycles happen within a few years because the pace of innovation is so fast: you can identify new customer pro...

The only stakeholder that must have buy-in for your product strategy is the one accountable for the results of your org or area. That may be a C-level exec or VP or GM or...

I generally don't believe in investing in differentiation for differentiation's sake – if the feature doesn't solve a core customer need then I'd have a hard time priorit...

This sounds to me like your sales team doesn't believe the target market is big enough and/or the right market. It's hard to believe in a product strategy unless you agre...

First, define "right" by establishing clear goals – is it product-market fit? Is it growing an existing product to a certain milestone? These will help you determine the ...