Newsletter
How I'm ripping up the rulebook and starting by designing (or rather prompting) the thing first, before anything. Is it now right or still wrong?
Newsletter
When building is cheap and fast, context becomes the differentiator. The teams that win aren’t copying tactics — they’re making clearer decisions about what actually matters
Product
Meetings aren’t the problem. Team size is. Every additional person adds a communication tax and most organisations quietly optimise for headcount instead of effectiveness.
The uncomfortable truth is that MVPs usually fail not because teams don’t know how to build, but because they misunderstand what an MVP is actually for.
Growth isn’t a hack - it’s the outcome of a great product. The fastest-growing companies don’t chase tactics; they obsess over delivering value fast. When your product makes customers successful, growth takes care of itself.
Most MVPs fail not because of bad ideas, but because they try to do too much. An MVP isn’t a smaller version of your product - it’s an experiment designed to prove your riskiest assumptions. The key to prioritisation isn’t deciding what to build, it’s having the discipline to say “not yet.”
This week: why taste is your most underrated edge, what GPT-5 means for you, and my new framework for going from idea to launch in weeks.
As Elena Verna said at #ProductCon, your brand can be your moat. Not just a marketing tool, but a true product differentiator. Here’s why brand is becoming a product exercise — and how to use it as a growth lever.
Risks and challenges in the distributed work environment.
Every few weeks I share lessons from The Build Loop - frameworks, field notes and insights on design, strategy and adaptive business.
When building is easy, making people care is the hard part. In a world of AI copilots and vibe-coded products, ‘minimal functionality’ is no longer enough.
The uncomfortable truth is that MVPs usually fail not because teams don’t know how to build, but because they misunderstand what an MVP is actually for.
Strategy only matters if it flows into execution. This is a simple, practical example of how product teams can connect long-term bets to real customer impact.
AI isn’t just changing tools. It’s reshaping systems. Growth, design and product work are all being rewritten at the same time, and the teams that adapt best will be the ones who understand that shift early.
From strategy to design to agency delivery, the models that once defined how we work are being rebuilt. The teams that win next will be the ones who rethink their operating system, not just their outputs.
Legacy models are cracking everywhere , from agency economics to product architecture. The teams who win next aren’t the ones moving faster, but the ones stripping away everything that slows them down
Most teams still run Agile ceremonies while shipping slows to a crawl. But the products moving fastest today are built by tiny, post-agile teams who skip the process theatre and go straight to evidence.
Lift and Shift: When It’s the right move, and when it’s a trap.
This week’s issue explores the rise of vibe coding in major tech, why UX still struggles to influence business, how PM and project roles keep getting mixed and why teams deliver only 3% of their plans.
Most teams ship only 3% of their three-year roadmap, not because they’re bad, but because the planning model itself is broken.
This week’s issue explores why product teams jump to solutions too early, the rise of AI prototyping tools like Lovable, and how the next wave of innovation might come from those who design less and learn faster.
Expanding what product managers do, one tech-enablement at a time.
