Inspired by this post on Pendo – Perspectives.
Author: Shivam Tiwari
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I Built a ‘Pendo Wrapped’ in 10 Minutes with Pendo MCP to Boost Adoption and Delight Users
I set out to create a lightweight, high-impact “Pendo Wrapped” experience for our users—and I did it in under 10 minutes with Pendo MCP. As a VP of Product Management, I’m constantly looking for fast, pragmatic ways to turn product insights into moments that drive engagement. This experiment was about transforming raw analytics into a concise, celebratory year‑in‑review that motivates customers to explore more value. When I say “Pendo Wrapped,” I mean a simple, narrative-style summary of usage highlights: what got adopted, which moments mattered, and where value showed up most clearly. Framed well, that story reinforces product‑led growth by reminding users why they chose us, nudging them toward the next best action, and strengthening activation and retention without heavy development work. My approach was straightforward: define a clear objective (celebrate milestones and prompt the next step), choose a focused set of metrics (adoption, engagement, and activation), and target relevant segments. Then I layered the narrative on top of existing analytics using in‑app guides and product tours to deliver the experience where it matters most—inside the product. The reason it took minutes, not hours, is that Pendo MCP let me work with what we already had—segments, saved reports, and proven guide templates—so I could spend time on the story, not the scaffolding. No code, minimal configuration, and a crisp call to action made it feel polished without being heavy. Increase revenue, cut costs, and reduce risk with Pendo’s Software Experience Management platform. Optimize the entire software experience to drive adoption and improve engagement. If you want to replicate this quickly, start by selecting one user segment and three metrics that matter to them, write a two‑sentence narrative that connects those metrics to outcomes, and ship a short in‑app guide with a single, purposeful CTA. That’s enough to deliver a personalized year‑in‑review feel and spark immediate exploration—no new infrastructure required. What surprised me most was how a small, story‑driven touch created outsized alignment across customers and internal teams. It turned analytics into advocacy, reminded our users of the value they’re already getting, and opened the door to deeper adoption. If you’re pursuing product‑led growth, a fast “Pendo Wrapped” is one of the highest‑leverage experiments you can run this week.
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From PDFs to Proposals: How Tendos AI’s Agent Swarm Automates Construction Quotes Fast
Anyone who has lived inside construction tendering knows the grind. "When a construction company receives a bid request, someone has to open that email, parse the attached PDF (sometimes 1,800 pages describing an entire building), figure out which products are relevant, look up pricing, and draft a quote—all before the deadline. It's tedious, error-prone, and surprisingly manual." That painful reality is exactly why this conversation about Tendos AI caught my attention—and why it matters for product leaders building agentic AI in complex, document-heavy workflows.
I listened as Daniel Kappler and Matthias Hilscher from Tendos AI walked through how they’re automating the tendering workflow for manufacturers in the construction industry. What began as a narrow prototype—matching radiator requests to product catalogs—has matured into a full agentic system that does the heavy lifting from email categorization to offer generation. The end result: a scalable AI workflow that tackles messy inputs, orchestrates specialized agents, and produces quotes that are ready for human review—or even straight-through processing.
What impressed me most was the rigor. They validated the opportunity with a design partner, spent a week on-site observing real workflows, and then engineered a multi-agent architecture where specialized agents collaborate, including a "review agent" that checks work before anything reaches a human. They evaluate each agent independently (not just the whole chain), built custom observability when off-the-shelf tooling fell short, and use human-in-the-loop feedback to push toward a self-learning system.
From a product management perspective, this is agentic AI done right. It blends continuous discovery with eval-driven development, thoughtful UX decisions, and pragmatic guardrails. Evaluating agents individually makes debugging tractable and change detection transparent; a dedicated "review agent" mirrors code review to reduce error propagation; and custom tracing plus Agent Analytics provide the observability needed to operate AI workflows reliably at scale.
My key takeaway: "Start narrow to prove value: Tendos AI began with just radiators for one design partner before expanding to all building products"—a classic wedge strategy that accelerates learning while building credibility.
Another takeaway I’ll adopt in future roadmaps: "Own the interface: building a web application (vs. integrating into legacy systems) gave them control over UX and the ability to iterate toward full automation." Controlling the surface area let them move faster than a purely backend integration ever could.
On measurement and reliability, I loved this: "Evaluate each agent, not just the chain: per-agent evals make debugging tractable and show exactly where performance changed." That’s true eval-driven development—aligning metrics to decision points rather than only outcomes.
Quality gates matter in automation, and they nailed it: "Use review agents: a separate agent that checks work (like code review) catches errors before they reach humans." It’s a simple pattern with outsized ROI.
Finally, the product-market signal is unmistakable: "Let customers pull you: customers asked Tendos to replace their CPQ software—strong signals of product-market fit." When buyers invite you to displace existing systems, you’re past validation and into expansion.
If you’re exploring agentic AI for enterprise workflows, the themes here are gold: the tendering chain in construction is ripe for automation; domain expertise accelerates opportunity discovery; robust entity extraction across PDFs ranging from 1 to 1,800+ pages is non-negotiable; planning patterns for creating and updating task plans matter; agents must reason about product fit against customer requirements; custom tracing and observability unlock debugging for complex agent chains; and human feedback loops pave the path to self-learning systems.
Guests: Daniel Kappler — CPO (Product & Design), Tendos AI; Matthias Hilscher — CTO (Engineering), Tendos AI.
Want to dive deeper? Listen to this episode on: Spotify | Apple Podcasts.
Explore the team and product: Tendos AI.
For builders of agentic AI, here’s my playbook distilled from this story: start narrow to earn trust and accuracy; own the interface to speed iteration; use per-agent evaluations to localize issues; add a "review agent" as a quality gate; invest early in tracing, observability, and Agent Analytics; keep humans in the loop until your metrics justify autonomy; and let strong pull signals guide your roadmap. That’s how you turn complex emails and massive PDFs into precise, production-grade quotes—consistently.
Inspired by this post on Product Talk.
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AI Ethics That Win Trust: The Product Manager’s Playbook for Safe, Scalable Innovation
I’ve learned that the fastest way to lose customers with AI is to ship something powerful but unpredictable. The fastest way to earn their loyalty is to ship something powerful and trustworthy. That’s the job.
AI ethics in product management isn’t about theory anymore. It’s the line between trusted products and unpredictable ones. Here’s what PMs need to know.
When I frame AI ethics for my team, I translate principles into practices that protect customers and accelerate velocity. We bake trust into product strategy, delivery, and operations—so ethics is not a separate checklist, but a core capability that compounds over time.
First, I anchor the roadmap on explicit outcomes and guardrails. We set success metrics alongside ethical constraints, tying them to outcomes vs output OKRs, so teams know not only what to achieve but what to avoid. If a feature can’t meet our trust thresholds, it doesn’t ship—no matter how impressive the demo.
Data is where trust starts. We enforce data governance from day one: clear data lineage, collection minimization, role-based access, and privacy-by-design defaults. We document lawful bases for processing, consent flows, and retention policies, then automate checks so they run with every change—not just at launch.
On the model side, we use eval-driven development to turn subjective “looks good” into measurable quality. We design evaluations for safety, bias, robustness, and performance; we red-team prompts; and we test failure modes in realistic conditions. For LLMs, we lean on a retrieval-first pipeline to ground responses in authoritative data, and we apply context window management and prompt engineering patterns to reduce hallucinations.
In the product experience, we make ethical choices visible. That means clear disclosures when AI is in the loop, user controls to review and correct outputs, and transparent UX writing that avoids overclaiming. In-app guides and thoughtful tooltip design help users understand capabilities and limits without friction.
Shipping safely requires operational discipline. We build kill switches, human-in-the-loop overrides for high-risk actions, and incident playbooks that pair incident management with threat detection and response. SRE partnerships ensure observability covers both model behavior and customer impact, with rollback paths ready when drift or regressions appear.
Governance is a team sport. I maintain an AI risk register, review it with security, legal, and product trios, and brief leadership on residual risks and mitigations. Regulatory compliance isn’t a final hurdle; it’s a design input that shapes technical choices long before code reaches production.
Build vs buy decisions carry ethical implications too. Vendor due diligence covers model provenance, data handling, eval results, and incident history—not just feature checklists. Contracts codify SLAs, audit rights, and deletion commitments so our obligations to customers flow down the stack.
Finally, we earn trust in public. We publish model facts, change logs, and limitations in a customer-facing trust center, and we invite feedback loops that turn real-world usage into better safeguards. Stakeholder management matters here: being candid about trade-offs often increases confidence more than chasing perfection.
This is how I keep teams fast without being reckless: ethics as a product capability, not a poster. Build with intention, measure what matters, and make it easy for customers to understand, control, and benefit from your AI. That’s how we ship innovation that stays trusted—at scale.
Inspired by this post on Product School.
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New Year, New Product Habits: AI Workflows, Coaching Culture, and Community in 2026
Happy New Year! I’m kicking off 2026 with a behind-the-scenes look at what’s changing in my product practice, the experiments I’m running with my teams at HighLevel, and the trends I’m most energized by—especially around continuous discovery, AI workflows, and building stronger coaching cultures.
If you want to listen to the conversation that sparked many of these reflections, you can find it here: Spotify | Apple Podcasts.
Why Teresa sunset the live deep-dive cohorts—and how on-demand and the new Discovery Habits Toolbox better support real behavior change. This pivot resonated with my own experience: some skills, especially discovery habits, only stick when they’re reinforced in the flow of real product work, not just in a time-boxed cohort. In my org, we’re leaning into on-demand learning paired with manager coaching to drive durable behavior change.
What leaders actually need to coach interviewing, assumption testing, and core discovery habits inside their orgs. I’ve found that empowered product teams thrive when leaders have lightweight coaching tools, practical prompts, and clear expectations for product trios. This is less about one-off training and more about building communities of practice where deliberate practice and feedback loops become routine.
Why training is shifting toward ongoing, leader-supported learning (and how AI will accelerate the shift). AI Strategy isn’t just about tools—it’s about learning systems. For LLMs for product managers to create leverage, we need eval-driven development, privacy-by-design, and clear guardrails. I’m building AI workflows that enable managers to review interviews, spot anti-patterns, and nudge teams toward better decisions—without replacing critical thinking.
Teresa’s move into paid subscriptions and why AI content doesn’t fit the classic “design once, run for years” course model. I see the same reality in my content roadmap: the half-life of AI guidance is short. That pushes us toward subscription models, tighter feedback loops, and a more adaptive go-to-market strategy for education products.
A sneak peek into the AI tools Teresa is building for discovery work—from interview coaching to near-ready interview snapshot generation. I’m particularly excited by tooling that scaffolds better interviews, sharpens assumption testing, and speeds up synthesis without skipping the human judgment step. These capabilities map directly to where I want my teams investing time: spending less energy on admin and more on learning from customers.
Petra’s plans for the year: community building with Product at Heart, a new product leadership email course, her Product Leadership Wheel, and workshops launching in Cairo. As someone who believes in conferences as high-quality “energy wells,” I’m inspired by how these programs create momentum for leaders who are upgrading their coaching muscles.
The role of conferences and retreats in staying grounded, inspired, and connected. I treat these gatherings as strategic resets—spaces to test ideas, confront blind spots, and deepen my network for future collaboration. The best outcomes often come from serendipitous hallway conversations and hands-on sessions where you can pressure test frameworks with peers.
How Teresa is staying on top of academic research (and why “synthetic users” aren’t ready for prime time). I agree: while synthetic data can be useful for scaffolding, it’s not a substitute for direct customer contact. Combine academic rigor with real-world interviewing and strong data governance—especially when operating under General Data Protection Regulation (GDPR).
The shared challenge of evaluating vendors and conference speakers making questionable AI claims. My heuristic: ask for clear problem statements, reproducible evaluations, grounded benchmarks, and a path to safe deployment. If a pitch can’t show measurable uplift or ignores compliance, it’s not ready for empowered product teams.
Key takeaways I’m carrying into 2026: delivery models matter; leaders need coaching tools, not just training; AI is reshaping how we teach and learn; experimentation is the theme of 2026; and community still energizes. That’s the blueprint I’m using to strengthen continuous discovery, refine our AI workflows, and sustain high standards in product management leadership.
What about you? How are you integrating AI workflows into your discovery practice, and what coaching tools are helping your managers reinforce the right habits? Share your approach—I’d love to learn what’s working in your context.
Resources & Links:
Follow Teresa Torres: https://ProductTalk.org
Follow Petra Wille: https://Petra-Wille.com
Teresa’s website: Product Talk
General Data Protection Regulation (GDPR)
Product Talk Academy
Deliberate Practice – ATP episode where Teresa talked about the ending live cohorts for Deep Dive classes
Teresa’s Discovery Habits Toolbox program
Petra’s A 52-Week Transformation Journey
Teresa’s Product Talk subscriptions (AI workflows + discovery content)
Claude Code
The Interview Coach by Teresa
Product at Heart Conference (Hamburg)
Petra’s Coaching Packages
Petra’s Ways We Can Work Together
Petra’s Product Leadership Wheel (PLwheel)
Petra’s Product Manager (PMwheel)
Prdkt+ MENA Product Summit 2026
World Beautiful Business Forum by House of Beautiful Business
Melissa Suzuno
Vistaly (Teresa’s integration partner for some upcoming AI tools)
Teresa’s Just Now Possible podcast
Inspired by this post on Product Talk.
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11 Product Management Shifts Redefining 2026: Actionable Signals from Top Leaders
2026 is closer than it feels, and the signals are already clear. I’ve been synthesizing what I’m seeing across empowered product teams, boards, and cross-functional partners into a practical view of what matters next. A sharp look at product management trends for 2026. Not guesses, but signals from top product leaders shaping how PMs will actually work next.
In this analysis, I distill eleven shifts that are changing the craft—from outcomes vs output OKRs and continuous discovery to stronger product strategy and tighter product roadmapping and sprint planning. The throughline is simple: prioritize customer value, ship with focus, and measure what moves the business. These aren’t headline trends; they’re working patterns I’m seeing across high-performing organizations.
AI is no longer a side project—it’s part of the product manager’s core toolkit. Agentic AI, LLMs for product managers, and trustworthy AI workflows are accelerating discovery, sharpening problem framing, and enabling faster iteration. The best teams pair this with disciplined evaluation and experimentation, so insight compounds without sacrificing safety, privacy, or product quality.
Execution is getting crisper through product trios and stronger stakeholder management. When design, product, and engineering co-own discovery and delivery, teams reduce handoffs and increase clarity. That alignment translates into better prioritization, fewer context-switches, and a roadmap that reflects real trade-offs—not wish lists.
On growth, product-led growth remains a durable engine when it’s anchored in a compelling value proposition and instrumented end-to-end. Clear activation moments, in-app guides, and thoughtful product tours outperform brute-force acquisition. When we connect these motions back to product strategy and the roadmap, we create a repeatable loop that compounds adoption and retention.
Governance and trust are now table stakes. Privacy-by-design, data governance, and a pragmatic approach to regulatory compliance protect both users and velocity. Teams that build these practices into their operating model move faster because they avoid late-stage rework and maintain stakeholder confidence.
If you’re leading a product org—or aspiring to—this is your field guide to 2026. I’ll unpack where these shifts are strongest, how to apply them in your context, and the pitfalls to avoid. The aim is to give you clear language, concrete practices, and a sharper edge as you shape what your team builds next.
Inspired by this post on Product School.
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The Modern Playbook for AI Agents: Build One‑Person Departments and Scale with Amplitude
I’ve spent the last few years turning AI from an intriguing demo into an operational advantage, and the clearest wins come when we treat agents as productized workflows—not toys. In practice, that means aligning agentic AI to a sharp product strategy, instrumenting everything, and scaling what works across the organization.
Learn how companies like Replit are consolidating workflows, creating one-person departments, and building systems for scale with Amplitude
When I talk about agentic AI, I’m focused on outcomes: fewer handoffs, faster cycle times, and measurable uplift in activation, retention, and NPS. The most successful rollouts start with a specific job-to-be-done, translate it into clear AI workflows, and then iterate with a tight feedback loop between data, design, and engineering.
My implementation playbook is simple and disciplined. First, choose a high-friction workflow and define success upfront. Second, make the build vs buy call on the foundation model, orchestration layer, and connectors. Third, establish AI risk management and safeguards early—before scale amplifies errors. Finally, run small, eval-driven releases and promote what performs.
Instrumentation is where the leverage compounds. With Amplitude analytics as a unified analytics platform, I design purposeful events (agent intent, tool calls, resolution state, human handoff), map funnels from user input to agent outcome, and cohort users by context to pinpoint lift. This gives me an honest read on where agents help, where they hinder, and what to tune next.
The “one-person departments” concept isn’t about doing more with less at all costs; it’s about assembling a tight loop of product management leadership, data, and automation so one operator can own a business outcome end-to-end. An agent handles the repeatable work, while the human focuses on judgment, edge cases, and continuous improvement that compounds.
As we scale, I look for platform scalability patterns: shared tools and policies, reusable prompt libraries, standardized evaluation suites, and consistent governance. That structure keeps agent performance predictable while preserving speed, and it aligns beautifully with product-led growth when agents are embedded directly in the product experience.
If you’re starting now, begin with a single, valuable workflow. Instrument it thoroughly with Amplitude analytics, make decisions from the data you see—not the demos you remember—and expand only after you’ve proven uplift. Iteration beats ambition here: agentic AI rewards teams who measure relentlessly and scale only what truly works.
Inspired by this post on Amplitude – Perspectives.
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Turn Every Support Ticket into Product Truth: My Playbook for Data-Driven CX Wins
Support tickets are the rawest signal of product truth. Leading product teams at HighLevel, I’ve learned that the fastest way to build what customers value is to transform frontline conversations into a repeatable, data-driven system for discovery, prioritization, and execution.
What if your support and product teams could unlock CX insights to turn every ticket into strategic product intelligence? Explore how.
Here’s the operating system I rely on. First, I connect our support stack (think Intercom and our CRM integration) into a unified analytics platform so every conversation, tag, and resolution is queryable. I don’t just count tickets—I segment them by product area, customer segment, lifecycle stage, and revenue impact to reveal patterns that roadmaps can act on.
Next, we standardize a shared taxonomy. Agents apply concise, high-signal labels (problem type, severity, intent), and we augment that with AI-driven auto-tagging to reduce noise and improve recall. The result is trustworthy “voice of the customer” data that product managers and support leaders can both stand behind.
Prioritization then becomes rigorous and fair. I weight themes by severity, frequency, ARR exposure, and time-to-value, and tie them directly to outcomes vs output OKRs. Amplitude analytics helps me quantify impact—what’s breaking activation, what’s dragging conversion, what drives retention analysis—so the backlog reflects business outcomes, not opinions.
Discovery is continuous by design. Product trios (PM, design, engineering) run weekly reviews of the highest-signal themes, recruit users straight from recent tickets, and prototype solutions quickly. We validate ideas with A/B testing when appropriate and ship targeted in-app guides to reduce confusion before it becomes a ticket.
Crucially, we close the loop. When we release a fix or improvement, we notify affected customers and the agents who flagged the issue. We track downstream effects—ticket deflection, CSAT, feature adoption, and time-to-resolution—so everyone sees how customer support ai strategy accelerates product-led growth.
This approach also builds culture. Empowered product teams treat support as a strategic partner, not a cost center. Agents become co-creators of the roadmap, and PMs gain a steady stream of product discovery opportunities grounded in real user outcomes.
If you’re getting started, a simple 30-60-90 can help: in 30 days, unify the data and agree on taxonomy; in 60, instrument dashboards and adopt a weekly insights ritual; in 90, align priorities to OKRs, launch targeted fixes, and measure business impact. That’s how tickets turn into product truth—and how CX insights drive compounding wins.
Inspired by this post on Amplitude – Perspectives.
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How We Built an AI Career Co‑pilot that Turns Knowing into Doing for Disadvantaged Students
How do you help disadvantaged students take action on opportunities they don't even know exist? That question has been top of mind for me as I’ve explored how AI can augment—not replace—human mentorship. Recently, I dug into the work behind Zero Gravity, a UK-based platform using mentoring, community, and learning pathways to unlock elite career opportunities for state school students. Their approach reframed a core problem I care deeply about: the "knowing-doing gap."
I sat down with Elliot Little (Product Manager) and Dan St. Paul (Software Engineer) from Zero Gravity to unpack how they’re tackling this gap with an AI career co‑pilot. They’ve intentionally positioned the system as an orchestrator, not an automation tool—bridging the space between knowing what to do and actually doing it. As a product leader, I see this as a powerful pattern for Generative AI: use AI to coordinate steps, personalize guidance, and empower action in moments where confidence and clarity are fragile.
What resonated most was the humility of their build journey. They started with grand visions of AI mentors and synthetic avatars, then scaled back to something simpler and more effective. The first prototype—a job suitability summary—didn’t deliver the "wow moment" they expected. And they discovered that hiding the "LLM magic" backfired—students needed to feel the personalization. That insight aligns with my own experience: users must perceive the value for trust and motivation to compound.
From a UX standpoint, the team chose text chat over voice input and leaned into guided prompts rather than empty text boxes. That decision lowered cognitive load and increased completion rates—classic product management tradeoffs that privilege momentum over novelty. In my view, this is what good AI product strategy looks like: invite action with structure, then expand autonomy as confidence grows.
The technical backbone is equally thoughtful. Multi‑month journeys require rigorous context window management to avoid exploding token counts and degrading quality. I appreciated their pragmatic toolkit: context management techniques like removing stale tool calls, summarizing history, exposing tools conditionally. They also used application logic rather than complex RAG architectures to manage tool availability and context freshness. This is the kind of disciplined engineering that keeps systems reliable at scale without overcomplicating the stack.
Model selection was fit‑for‑purpose, not one‑size‑fits‑all. They’re using different models for different tasks, including "GPT-5 Nano for structured outputs, lighter models for quick replies." That modularity enables speed and cost control while preserving high‑fidelity moments where structure matters most.
Safeguarding was treated as a first‑class concern—non‑negotiable when you’re building AI for 16‑year‑olds. Their safeguarding architecture pairs moderation endpoints with external verification via Unitary. They also invested in building a failure taxonomy through internal red team/green team exercises. This is AI risk management done right: define failure modes early, test ruthlessly, and wire safety into the product surface area—not just the model layer.
Evaluation was grounded in outcomes, not demos. The team focused on whether students progressed from insight to action: applying, interviewing, and engaging with mentors. That aligns with how I run eval‑driven development—ship narrowly, measure real behavior, and iterate toward a repeatable "wow moment" that students can actually feel.
Looking ahead, I’m excited by what’s next: long‑term memory management for multi‑year student journeys. It’s a hard problem—balancing privacy, provenance, and portability—but it’s precisely where an AI career co‑pilot can compound value over time. The vision is compelling: a resilient companion that remembers goals, adapts to context, and orchestrates the right next step.
If you want to dive deeper, you can listen to the full conversation on Spotify and Apple Podcasts:
Listen to this episode on: Spotify | Apple Podcasts
Resources mentioned:
Zero Gravity: https://zerogravity.co.uk/
Unitary – AI-powered content moderation: https://www.unitary.ai/
Blue Dot Impact AI Safety Course – free AI safety course Elliot recommended: https://bluedot.org/
My key takeaways: build AI that augments human relationships, not replaces them; don’t hide the personalization—let learners feel it; privilege application logic over unnecessary architectural complexity; and treat safety, context, and evaluation as product features, not afterthoughts. That’s how we bridge the "knowing-doing gap" with integrity and scale.
Inspired by this post on Product Talk.
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PMs and Developers Need Different AI Metrics—Here’s How That Builds Faster, Better Products
I’ve sat in countless AI measurement debates and noticed a recurring gap. One major voice has been noticeably underrepresented in the AI measurement conversation: the product manager (PM) that’s leading development. From experience, PMs and developers do need different measurement tools—and making those differences explicit is exactly what speeds up decisions and improves outcomes.
Developers optimize the model and system layer. Their toolkit centers on eval-driven development: offline evals, regression suites, red-teaming, latency and throughput monitoring, token cost tracking, and hallucination rate reduction. On the delivery side, engineering teams watch DORA metrics alongside CI/CD performance to keep iteration fast and safe. When building LLM-backed experiences, they also care deeply about retrieval-first pipeline quality and context window management because those mechanics determine grounding, relevance, and consistency.
PMs, by contrast, own outcomes. We instrument user journeys end to end and define a clear north-star tied to value: activation, time-to-value, task success rate, retention analysis, support deflection, and revenue contribution. We rely on A/B testing frameworks and minimum detectable effect (MDE) planning to separate real impact from noise, and we consolidate behavioral signals in a unified analytics platform like Amplitude analytics and Pendo to understand adoption, friction, and cohort differences. This is the heart of product-led growth and continuous discovery: evidence, not anecdotes.
The fact that these toolboxes differ is a strength, not a weakness. Specialized metrics keep responsibilities crisp: developers guarantee model quality and reliability; PMs guarantee that quality translates into customer and business outcomes. What we need is an explicit metrics ladder that connects layers—model-level quality floors and SLOs, feature-level KPIs, and company-level results—so trade-offs are transparent and prioritization is principled.
In practice, I create a shared measurement contract for every AI initiative. It links eval sets to user-facing success criteria, defines acceptance thresholds, and spells out observability across the stack. We include governance from day one—AI risk management, privacy-by-design, and data governance—so we can scale responsibly without slowing teams down.
Here’s the AI product toolbox I give my teams: start with a concise value hypothesis; define a success rubric the customer would recognize; instrument the happy path and the failure path; plan experiments with MDE up front; segment results by persona and job-to-be-done; and close the loop with qualitative feedback inside the product via in-app guides, product tours, and lightweight surveys. For AI features specifically, add Agent Analytics for agentic AI, capture grounding sources for explainability, and log model/context inputs to make debugging and iteration repeatable. That way, LLMs for product managers stop being magic and start being manageable.
When we roll out a new assistant—whether a retrieval-augmented copilot or a voice AI agent—we set two dashboards: one for developers (eval pass rates, latency, context integrity, error budgets) and one for PMs (activation, task completion, deflection, satisfaction). The dashboards read differently by design, yet they are joined at the hip by shared definitions and experiment IDs. This lets us move quickly with confidence: engineering can tighten quality loops while product steers toward the outcome that matters most.
If you’re feeling the tension between model metrics and product metrics, don’t collapse them—connect them. Start with a thin slice, agree on 3–5 measurable outcomes, and let your evals and A/B tests work together. With a clear metrics ladder and a unified analytics platform, PMs and developers can each excel at their craft and still ship AI that customers love.
Inspired by this post on Pendo – Perspectives.
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7 Proven Steps to Win Stakeholder Buy-In with Clarity, Data, and Lasting Trust
Buy-in isn’t a single meeting; it’s a designed journey. Over the years leading product strategy at HighLevel, I’ve learned that the fastest way to earn durable support is to reduce uncertainty, align on outcomes, and create visible momentum. Explore how to get buy-in from stakeholders with practical strategies, clear communication tips, and proven methods used by the best. Here’s the 7-step playbook my teams and I rely on to move from idea to aligned action.
Step 1 — Anchor on outcomes, not outputs. I start by writing a crisp problem statement, the target customer, and the measurable outcome tied to our North Star metric. I translate this into outcomes vs output OKRs so every stakeholder can see the difference between what we’ll ship and what we intend to change. This framing keeps discussions grounded in impact, not features.
Step 2 — Map stakeholders and incentives. Effective stakeholder management begins with a living map: economic buyers, executive sponsors, influencers, and operators. I capture each person’s goals, risks, and decision cadence. When I speak to Finance, I foreground cost and runway; with Sales, I emphasize pipeline and win rate; for Customer Success, I speak to retention and NPS. Meeting stakeholders where they are builds trust quickly.
Step 3 — Co-create early with the product trio. I pull the product trios (PM, Design, Engineering) into continuous discovery with GTM partners to validate assumptions and de-risk the solution. This is where empowered product teams shine—rapid discovery sprints, early prototypes, and clear learning objectives. Co-creating exposes blind spots early and transforms critics into champions.
Step 4 — Socialize a narrative, not a deck. Before any formal review, I circulate a short narrative memo that ties our product strategy to a clear value proposition, competitive differentiation, and go-to-market strategy. I include options and trade-offs so stakeholders feel invited to shape the path, not just stamp approval. Pre-wiring conversations ensure that the “meeting” is simply the last 10% of the decision.
Step 5 — Back the story with data and a viable plan. I combine retention analysis, funnel metrics, and customer evidence to demonstrate opportunity size and risk reduction. Then I outline a phased approach with product roadmapping and sprint planning, milestones, and success metrics. I highlight the smallest viable bet that proves value fast, along with contingency paths if we learn something unexpected.
Step 6 — Design the decision. I define the decision we need, by whom, and by when. The decision doc includes the problem, options, risks, mitigations, and the explicit ask. I schedule 1:1s to address concerns, then run a focused review with clear roles and time-boxed discussion. Clarity about the decision—and the criteria—prevents drift and protects timelines.
Step 7 — Sustain momentum post-approval. After the green light, I convert the plan into execution cadences: weekly demos, transparent dashboards, and QBRs vs OKRs check-ins to reinforce outcomes. We celebrate learning milestones, not just launches, and keep stakeholders informed with concise updates that tie progress to the original outcomes and value proposition. Momentum is the best antidote to second-guessing.
Clear communication and a repeatable process turn buy-in from a hurdle into a habit. When stakeholders see a compelling narrative, credible evidence, and a path to value, they don’t just approve—they advocate. Follow these seven steps and you’ll build alignment faster, ship smarter, and strengthen trust across the organization.
Inspired by this post on Product School.
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4 Proven Ways to Keep Employees Informed and Engaged—from Onboarding to Lasting Adoption
Keeping employees informed and engaged isn’t just a communications challenge—it’s a product challenge. When we treat internal tools like products with clear activation moments, measurable outcomes, and continuous discovery, adoption moves from hope to habit. Over the years, I’ve seen small changes in how we onboard, communicate, and measure compound into dramatically higher engagement, better compliance, and faster time-to-value.
“How to improve onboarding, compliance, and internal communications within your employee tools.” That question guides my approach end to end—from the moment someone logs in for the first time to the day they become an expert, championing best practices across their team.
First, I personalize onboarding to accelerate user activation. I map the critical first actions and design a lightweight sequence of product tours and in-app guides that surfaces only what matters right now. Progressive disclosure, clear UX writing, and thoughtful tooltip design reduce cognitive load. I measure time-to-first-value, A/B test checklist microcopy to remove friction, and use Intercom or Pendo to deliver contextual walkthroughs by role, location, and permission level. Amplitude analytics helps me validate that the guided path leads to the intended activation event and sustained usage.
Second, I make compliance effortless and measurable. Instead of long trainings, I embed micro-learnings and policy nudges directly in the flow of work, with just-in-time prompts and short, scenario-based confirmations. I segment by role to avoid alert fatigue and localize where regulations require nuance. Completion rates, quiz accuracy, and time-to-complete are tracked alongside qualitative feedback. When compliance messaging underperforms, I run A/B testing on tone, timing, and format, then iterate until adherence is both higher and faster.
Third, I orchestrate internal communications as lifecycle messaging—not announcements. Employees get targeted release notes, role-specific tips, and in-app reminders aligned to their stage: new, adopting, proficient, or champion. I avoid channel sprawl by making the primary source of truth available in the product, then reinforcing it via email or chat only when necessary. CRM integration and audience rules ensure relevance, while a champions network and office hours create human touchpoints that deepen trust and accelerate adoption.
Fourth, I close the loop with analytics and continuous discovery. I instrument key events and run retention analysis to understand which behaviors predict long-term engagement. I look at cohorts before and after a new guide or product tour, and I compare lift in user activation and feature adoption over 14-, 28-, and 90-day windows. Amplitude analytics provides the behavioral picture; surveys, interviews, and passive feedback widgets explain the why. Together, these inputs power a product-led growth approach for internal tools—observable, repeatable, and improvable.
When teams ask where to start, I pilot one persona, one workflow, and one high-value outcome. I define the activation event, instrument it, launch a single targeted in-app guide through Pendo or Intercom, and A/B test the onboarding microcopy. Two weeks later, I review retention cohorts and completion data, talk to users, and either scale the pattern or iterate. That cadence builds credibility quickly because it ties every communication to a measurable result.
The payoff is tangible: faster onboarding, higher compliance, clearer internal communications, and employees who feel supported rather than overwhelmed. With disciplined messaging, smart instrumentation, and ongoing discovery, we can turn internal tools into catalysts for performance—and transform engagement from a campaign into a culture.
Inspired by this post on Pendo – Best Practices.
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Unlock Travel & Hospitality Growth: Product Benchmarks and Metrics Top Teams Rely On
I lead product teams building travel and hospitality experiences, and one lesson keeps repeating: companies that measure what matters move faster. Benchmarks turn gut feel into grounded product strategy, making it clear where activation, conversion, and retention are underperforming—and where we can unlock outsized growth.
Discover exclusive data and strategies from our Product Benchmark Report. Compare the travel and hospitality industry’s performance across key product metrics.
When I evaluate a product line, I start with a simple model: attract, convert, delight, and retain. For travel and hospitality specifically, I focus on search-to-book conversion, onboarding completion, first-booking activation rate, time-to-book, average booking value, cancellation rate, support contact rate, DAU/MAU stickiness, repeat booking rate, and long-term retention. These key product metrics reveal friction in discovery and checkout flows, surface pricing and inventory gaps, and quantify loyalty.
From there, I assemble a test-and-learn plan. Using Amplitude analytics to instrument the funnel and Pendo for in-app guides and product tours, my teams design A/B testing with a clear minimum detectable effect (MDE), prioritize hypotheses, and execute rapid, weekly iterations. This is classic product-led growth: reduce cognitive load in onboarding, streamline search and filter UX, clarify policies before payment, and personalize reactivation nudges to improve user activation and retention analysis.
Benchmarks are only as trustworthy as the underlying data. I insist on strong data governance, privacy-by-design practices, and clear event taxonomies so that insights remain reliable across quarters and across markets. That foundation keeps our decisions defensible with stakeholders and regulators while accelerating delivery.
Finally, we translate insights into action with crisp product roadmapping and sprint planning. Cross-functional product trios align OKRs to the biggest benchmark gaps, and we review progress in weekly performance rituals so every experiment ladders up to strategy. This cadence helps teams stay empowered and keeps leadership focused on outcomes, not output.
If you’re building in travel and hospitality, use these benchmarks as your starting line and your ongoing scorecard. Calibrate targets against peers, double down on what moves the needle, and let the data guide bold, customer-centered bets. When teams rally around meaningful metrics, momentum compounds.
Inspired by this post on Amplitude – Perspectives.