Shahid Hussain

Prioritise with respect to the key goal that is important to the org -- but balance with your estimation of what you think can land. That sounds simple, but in large matr...

If you know that customers are not willing to adopt your solution, that's a bad spot to be in.Re-evaluate what led you to the decision to build & when to do it. Was t...

No-one can, or should ever be sure that they have a 100% right product strategy. But you can do a lot to de-risk your approach, and your tactics should vary depending on ...

If your org is driving significant benefit from a leadership position in the market -- whether that's a brand that drives an acquisition funnel, operating efficiency from...

PMs should define the success conditions in the strategy (e.g. 20% market share, or $20M attributable revenue in H1 etc). Those success conditions should:Ladder clearly u...

To get your roadmap approved, start by making sure everyone understands where you're trying to go - that's your vision. Think of it like your product's ultimate destinati...

There's a lot of factors at play as a company grows -- it could change focus, go international, or pivot entirely. But there's two changes that are probably going to happ...

Market trends can be a good indicator of what will matter to users, investors or stakeholders. Don't ignore them, but also don't let them distract you from the fundamenta...

Be straight up with other teams, like sales and support, from the get-go. Instead of hard dates, talk about the overall vision of where the product is heading and the str...

Communication. Keep it tight, don't feel that short answers are bad. Assume that the exec knows what the heck they are doing. If you can, do the pre-work to minimise any ...