Principles
A short set of beliefs that shape how I approach product work -- from discovery through delivery and into the market.
①
Problems before solutions
I don't start with a feature. I start with the clearest possible statement of the problem -- who has it, how often, what it costs them. A well-framed problem is already half the product spec.
②
Connect product to revenue
Every feature I ship has a number attached to it -- ticket reduction, deal velocity, ACV influenced. If I can't articulate the commercial logic of a decision, it's not ready to ship.
③
Scope is a product decision
The most important word in a PRD is "not." I'd rather ship a tight v1 that earns trust than a sprawling v1 that teaches users to distrust the product. Deferring is a strategy, not a failure.
④
Trust is earned through delivery
With engineers, with stakeholders, with users. I hold a "ready threshold" before anything enters a sprint -- no acceptance criteria, no design sign-off, no ticket. Consistency over time is how you get the organizational trust to take bigger swings.
⑤
Observability is not optional
Silent failures are the worst kind. I instrument before I launch and review data before I decide. A dashboard that nobody checks is not observability -- it's decoration.
⑥
The buyer's journey is part of the product
In B2B, the product doesn't end at the UI. It ends at the contract. I've spent enough time in enterprise sales motions to know that how a feature is positioned, priced, and proved out is as important as how it's built.
I care most about products that change a workflow in a way users notice on the same day they start using it. That immediate value signal is what drives adoption, retention, and the internal advocacy that sustains enterprise products long-term.
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