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Most platform teams rarely struggle because they lack metrics. They struggle because the metrics they're measured on don't reflect the value they're meant to create. Adoption, usage, and number of int
Growth in product isn't always about doing more. At a certain point, progress comes from stopping the right things. One of the first things I intentionally stopped doing was solving every problem myse
When teams think about scaling, the instinct is to add. More process. More roles. More tools. More frameworks. Some of that is necessary. But in my experience, the hardest part of scaling product isn'
Building for multiple markets looks like a scaling problem. In practice, it's a decision quality problem. The first lesson I learned is that markets diverge faster than products do. Regulation, paym
Global product teams are often described as inherently difficult. Time zones. Cultural differences. Local requirements. Those factors matter, but they're rarely the root cause. In my experience, globa
Most product decisions involve trade-offs. Everyone knows this. The problem is that many trade-offs are quietly ignored rather than explicitly chosen. Here are the trade-offs I see ignored most often:
Microservices are often sold as an obvious upgrade. Autonomy. Scalability. Faster delivery. For many organisations, they deliver exactly that, at least initially. What's discussed less is the cost sid
Defining success for a platform product is harder than for a feature product. There maybe no single user journey. No conversion funnel. Success doesn't show up the day after launch. That's why many pl
Platform teams love adoption metrics. More teams onboarded. More services integrated. More usage across the organisation. It looks like success. Often, it's a trap. Adoption without value is just dist
