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 right play is for a given scenario.  For the first, I enjoy reading about strategy – lots of Stratechery, various strategy books, stories of people navigating hard choices with clear tradeoffs, etc.  For the second, nothing beats live reps: getting to make decisions on the field and getting things wrong and learning from your succes ...Read More

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 majority of your current userbase with some signs of user-driven growth or upsell activity, your core product is probably on solid ground. From here, figure out where in your funnel you're underperforming: are you having a hard time acquiring traffic or in converting traffic to signups or customers? As you analyze each stage, you'll ...Read More

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 right pace to be testing a new direction & goals every month or so, whereas a scaled team I led had sufficient visibility to establish a high-level strategy that lasted well past a year.  At Patreon, we aim to set strategies & goals that cover 6 months or so for each team. In tech, unless you're working on a platform or i ...Read More

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 yourself. Make this your goal. Few companies find themselves in that position. For the rest, market trends give us a better sense of consumer demand – what's driving it, how it's evolving, what it's most responsive to. Understanding those deeply will help you develop the customer & market intuition you need to create a differe ...Read More

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 problems, build innovative solutions, and scale entire businesses that transform a given market – all within a year or two. This is that much more true of the creator economy right now, where mobile phone-based tools transform content creation and disruptive innovations in distribution & monetization of creative work converge a ...Read More

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 a discipline lead. Once they believe in the strategy as the best path to hit their goals for the business, what remains is largely a communication challenge. Keep in mind that getting alignment with your primary stakeholder may require you to get the approval of multiple other stakeholders along the way. For my thoughts on how ...Read More

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 prioritizing it over a feature that does simply for the purpose of checking a box on a table unless there's a strong belief (preferably: clear evidence) that it will drive a purchasing decision, and that is the right priority for the business at the time. That said, the place where I could see this being a key driver of strategy is if ...Read More

I encourage my teams to start by understanding their objectives, plans, assumptions & approach to risk management. We listen carefully and figure out where the gaps and opportunities lie and how impact & success is defined & measured.  Then, as we develop our strategies, we share early & often – at minimum at the key stages of defining what our product strategy might become: Defining the customer problem & the opportunity size Proposing the right solution & the necessary ...Read More