Changing how Product Analytics worked ↗
At Contentsquare, I led Product Analytics and sat on the product leadership team. We covered 3× as many product teams with the same resources, and other parts of the business adopted our approach to reviews.
Does everyone know what they are trying to improve?
As a business grows, it gets harder to see what is going on. Teams have their own goals, planning takes longer and plenty of work gets done without much changing. I can help connect the metrics, priorities and people doing the work.
Book a free introduction ↗Some questions to start with
- Do teams agree on what the important metrics mean?
- When did a QBR last change a priority or where you put people?
- Where is good work getting stuck between teams?
How I can help
Make the numbers useful
People can spend a lot of time arguing over figures without getting closer to a decision. I’d work with product and analytics teams to agree what matters, understand the drivers and make the numbers useful to the people who need them.
Make reviews lead to decisions
A QBR should help you decide what to do next. Are we making progress? What have we learned? Should we change the plan or move resources? I’ve changed how teams do this and helped other parts of the business adopt it.
Work through the problems between teams
Sometimes the direction is clear but the work gets stuck. I can help sort out responsibilities, work with managers and get the right people involved. The same questions apply to a new AI initiative: who owns it, and what would make it worth continuing?
What you should have afterwards
- Metrics that help people understand the business and make decisions.
- Reviews that change priorities when the evidence calls for it.
- Clear responsibility for the work and the decisions needed to move it forward.
Work I’ve done
Working across teams at Meta ↗
My work involved using customer understanding to help teams choose where to focus their commercial effort.
Working with me
I can help with a particular growth or team problem, or work with the leadership team over time. At this stage, I’d want to understand how decisions actually get made and where they stop turning into action.
Projects start at £10,000. We’ll agree the work and the fee before starting. Fractional leadership and ongoing work are agreed separately. I work throughout the UK and remotely in Europe and the US.
What can you help with before an IPO?
The product and growth work: understanding performance, choosing where to invest and helping teams deliver. Those are the areas I would work on with you.
Would this mean replacing our existing processes?
I’d first look at what is useful already. Often the people and meetings are there; the questions being asked and what happens afterwards need to change.
Let’s talk.
Tell me what you’re trying to do and where you’re stuck. We can talk it through on a free 25-minute call.
Not sure where to start? Try the growth diagnostic and share your answers ↗