01 · DOUBLE DIAMOND
Solve the right problem
Discover customer needs, define the problem and value proposition, explore solutions, and test the strongest ideas.
Outcome: A shared understanding of what to solve and why it matters.
Product leadership
From Ideation to Impact
My repeatable approach to product leadership: overlapping discovery and delivery, supported by lean experimentation throughout.
How the approach works together
Double Diamond and product delivery overlap: learning and refinement continue as teams build, launch, and improve. Lean experimentation supports both.
02 · PRODUCT DELIVERY
Turn evidence into results
Align priorities and OKRs, define a focused release, coordinate dependencies, and prepare for launch. Continue discovery and testing during implementation, then use adoption and outcomes to guide improvements.
Outcome: A coordinated release with clear ownership and success measures.
SUPPORTING BOTH · LEAN EXPERIMENTATION
Learn throughout discovery and delivery
Use prototypes, POCs, and focused MVPs to test assumptions through Build–Measure–Learn. Combine quantitative evidence—engagement analytics and task completion—with qualitative feedback to assess whether the solution resolves the customer’s problem and decide what to refine next.
Outcome: Less uncertainty and evidence to guide investment.
My Framework for Repeatable Product Success
I start by understanding where customers are struggling and why solving that problem matters to the business. Double Diamond helps me explore the problem and possible solutions, while lean experimentation helps the team test ideas and learn as we build.
I bring business stakeholders, Product, Design, Technology, Operations, Legal and Compliance, and Marketing together to agree on what matters, make tradeoffs, and define success through shared OKRs.
As we build and after we launch, I look at whether customers are using the product, completing their tasks, and finding it helpful. I combine those numbers with customer feedback to decide what to improve next—and connect those improvements to business results, such as fewer support calls, lower costs, or stronger retention.
Frame the opportunity → Validate the solution → Deliver value → Improve → Repeat
The approach stays repeatable through clear decision points and lean through small tests, focused scope, and evidence-based priorities.
How I track measurable OKRs
Each objective describes the customer or business outcome we want to improve. Its key results define the evidence of success, with a baseline, target, deadline, accountable owner, and agreed data source.
- Define success before building. Agree on two or three outcome measures. Specify who is measured, what counts as success, and the measurement period so comparisons stay consistent.
- Make progress visible. Track baseline, current value, target, trend, and confidence in the data. Engagement and funnel drop-off help explain movement in task completion and business outcomes.
- Review and act. Review leading indicators weekly and OKR progress monthly with accountable owners. Use customer feedback and usability findings to explain the numbers and decide whether to refine, scale, or change direction.
- Protect quality. Monitor accuracy, errors, and support demand alongside progress. Use comparable cohorts or controlled tests where feasible before attributing an improvement to a release.
ILLUSTRATIVE EXAMPLE · NOT REPORTED CASE-STUDY RESULTS
Objective: Help business customers complete reporting independently
Example quarterly targets; actual baselines and targets must be agreed using validated data.
- Completion: Increase successful report generation from 65% to 80% of reporting sessions started.
- Efficiency: Reduce median time from report setup to successful generation from 6 minutes to 4 minutes.
- Customer effort: Reduce reporting-related support contacts from 12 to 8 per 1,000 active reporting customers per month.
Tracking: Product owns the outcome review; Analytics validates event definitions and funnel data; Operations validates support-contact data. Review customer feedback alongside the dashboard, with reporting accuracy and error rates as guardrails.
ILLUSTRATIVE FINANCIAL OKRs · PROPOSED TARGETS
Connect customer success to business performance
Objective: Reduce the cost of serving customers.
- Reduce reporting-related contacts from 12 to 8 per 1,000 active reporting customers per month by quarter-end.
- Reduce actual reporting-support expense per active customer by 5% versus the prior quarter, with Finance validating the expense reduction and service quality maintained.
Objective: Grow profitable customer engagement.
- Increase the share of eligible customers successfully using reporting in two consecutive months from 30% to 40% by quarter-end.
- Improve 90-day retention in the eligible customer cohort from 85% to 88%, using a comparable control group where feasible.
- Achieve positive incremental contribution from the rollout within six months: attributable net revenue less incremental servicing and operating costs, under a Finance-approved definition.
Engagement is a leading indicator. Retention, attributable revenue, and cost-to-serve establish whether it translates into financial value.
EXAMPLE VALUE BRIDGE · ASSUMPTIONS, NOT ACTUAL RESULTS
How fewer calls can improve expense and P&L
Better task completion → fewer assisted contacts → lower cost-to-serve → improved contribution.
At 100,000 active reporting customers, reducing contacts from 12 to 8 per 1,000 means 400 fewer contacts per month. At an assumed average handling cost of $8 per contact, that represents $3,200 per month in support workload value.
That is not automatically a $3,200 P&L saving. Finance and Operations confirm what becomes lower vendor charges, overtime, or other avoidable expense, versus capacity freed for other work. Subtract incremental product and operating costs when assessing net financial benefit.
Validate: Contact volume and handling costs with Operations; expense and revenue impact with Finance; engagement, completion, and retention with Analytics. Track repeat contacts, satisfaction, and accuracy so lower call volume reflects resolved needs.