This essay shares my perspective on product strategy. I allude to takeaways from a product management workshop I attended hosted by Amplitude (a product analytics company), along with some learnings from Guy Kawasaki’s The Start of the Start.
The objective of this post is to help you set the right metrics that align with your product strategy, to effectively track those metrics, and ultimately build the right product.
A friend of mine used to be a sales engineer. On business trips, he was assigned an entire team of lawyers, each with a different specialization. His clients were also equipped with the same.
In the negotiation process with deals reaching hundreds of millions of dollars, the lawyers audited every letter, word, and number. He first joked that the lawyers just place roadblocks on everything, then shared:
Their job was to make sure we stayed out of trouble.
And if we got in trouble, their job was to get us out as fast as possible.
Since last year, I’ve been conceptualizing what kind of leader I’d like to be if/when I run a company. I value reciprocity. In a perfect world, any amount given should yield an equal or greater return, within a fair amount of time.
In the real world, this is not the case. That’s where my annoying idealism comes into play, for better or worse. Below is a personal case study of some business lessons learned, including from negotiating for a $10,000 cash bonus.