Love your job. But don't let it eat your life.

Work gives you purpose, adrenaline and praise. But it also wants more. More time. More mindshare. More of you. And if you're good at it, even more will be asked.

Your energy is finite. Use it well. Set a time to log off and don't cheat it. Book your workouts like meetings. Put family time on the calendar and guard it like an investor call. Say no to evening slacks. Skip the weekend emails. Make space for life outside your inbox.

Work hard. Just don't forget who you're doing it for.

Love lunches with my team.

It's the sideways stories, the throwaway jokes, the unfiltered glimpses into who people really are.

You won't find those in meetings or sprint reviews. They happen over a sandwich. When the pressure's off. When people exhale.

Moments like that stay with you.

The best PMs demand clarity. They don't rush ahead until the problem, the why and the how are nailed down. Then they spread it. With sharp words. With tight updates. With documents people actually read.

Not sure your strategy is clear?

Ask 3 people to explain it back.

If the answers don't match, your strategy isn't working - it's just words on a page. Rewrite until their answers sound like a chorus. Strategy isn't just about direction. It's about shared language.

Block 1 hour a week to watch support tickets or user interviews.

Don't delegate it. Don't skim AI summaries. Watch raw moments - confusion, frustration, workarounds, and aha moments. Then write down one insight. Just one.

That habit alone will sharpen your product instincts faster than any strategy workshop.

The best leaders simplify trade-offs.

They don't avoid the tough calls. They make the path feel obvious - even when it isn't.

Don't just ask: “Why now?”
Ask: “What gets dropped if we do this?”

Passionate founders can find a hundred reasons why everything matters. Revenue. Growth. Strategy. Buzzwords galore. But trade-offs force clarity. If nothing gets cut, it's not a real decision.

Async creates space for sharper thinking.

So before booking your next meeting, try writing instead. Start with a proposal. Add context. Share trade-offs. Then pause. Let people digest, reflect and reply in their own time. The best ideas often come from the second draft, not the first reaction.

A strong leader multiplies effort into outcome. A weak one multiplies uncertainty into noise.

Start coaching with curiosity. Don't tell them what to do. Ask what they're trying to achieve. What's blocking them? What are they unsure about? Where do they want to grow?

Then shut up.

Listen. Let them think it through. Let them fumble. Hold back your instincts to solve it for them. Because your job isn't to be the smartest voice in the room. It's to help them hear their own.

Bad Bets Happen

Some bets feel smart at the time. You do the homework. You check the trade-offs. You pick the direction that feels right.

But then you learn more. You zoom out. You see something you missed. And suddenly, the smart bet looks stupid. It's not failure, though. ​Bad bets are part of good decision-making.

No team gets them all right. What matters is spotting the miss early, learning from it and moving on. Letting ego or sunk cost trap you in a bad call is far worse than making it in the first place.​ Just build the culture where you can recover fast from them. Because clarity comes after the leap. Not before.

Autonomy sounds like what everyone wants. But when people don't know the boundaries, the mission or the metrics - it turns into a shit show. People go in different directions. Habits drift. Culture slips.

Constraints aren't limits. They're clarity. Constraints say: This is what we care about. This is how we work. This is where we're going. Give your team the freedom to move but make the edges visible.

Strategy. Practical tips.

Most teams quietly tiptoe around a simple truth...many leaders don't actually know what a good strategy looks like, let alone how to create one.
They've never read Good Strategy Bad Strategy or Blue Ocean Strategy.
They can't clearly articulate a path forward.
They've never heard of SCQA.
Instead, the word “strategic” gets slapped onto anything that feels important or urgent. A shiny feature? Strategic. A sales deal? Strategic. A board request? ... read more

The Never List

A great product strategy doesn't just come from what you might build. It comes from being just as clear on what you won't.

There are two lists every product team needs. One is obvious: the wishlist. Features you'd love to build one day. The shiny ones. The creative experiments. The nice-to-haves that make you dream.

The other list? The never list. Just as powerful, even more clarifying. Features you'll never build. Because they break your strategy. Dilute your brand. Creep into someone else's territory. Or solve problems you deliberately chose not to solve.

This list sets your guardrails. ​It keeps sales from selling ghosts. And it makes every yes sharper - because every no is clear.

Focus doesn't come from chasing every idea. It comes from knowing which ones to kill.

Interviewing Product Managers

Hiring a Product Manager? Features don't tell you how they think. Trade-offs do.

“Design me a feature” is lazy. It rewards idea factories. It skips the messy bit. The hard decisions, the real trade-offs, the collaboration across disciplines. And most of the time, it's work for a designer, not a PM.

Great PMs don't need to be idea machines. They need to place good bets. People who know when to push, when to pause.

Want to spot a great PM? Ask about their past work. Zoom in on the messy bit. What changed because of them? What did they push for, protect or reshape? Where did they tilt the odds instead of following the script?

The best answers come from the hard parts - the tension and the feedback loops. The trade-offs and the moments when things weren't obvious. When the path wasn't clear but they still found a way forward. That's where the gold is. Not in ideas but in impact.

Real product work looks like wrestling with constraints, aligning the team, managing pressure and holding context across functions. It's pushing through ambiguity without defaulting to consensus. It's saying no more than yes. And it's knowing which bets matter and which don't.

PMs don't just ship features. They see through noise. They narrow scope. They frame decisions. Don't test them on what they can dream up. Test them on what they've already done.

Paper Promises

Verbal yeses mean nothing.

People hide behind them because there's no receipt. No audit trail. No follow-up. Just vibes. Verbal commitments are slippery by design - they give the illusion of agreement without the weight of action. They make it easy to nod, avoid conflict, and walk away uncommitted.

Written words change the game. They lock the conversation in place. A two-line follow-up after a chat becomes a timestamp. A shared truth. A trigger for action. Because once it's written, it's real. There's a name. A date. A decision. Suddenly, that “yes” carries weight. Accountability kicks in.

That's why some avoid writing things down. It removes the wiggle room. It kills plausible deniability. But if you're serious about progress - write it. Even if it's rough. Especially if it's uncomfortable. Written words drive the work.

Jira Syndrome

Stop hiring Product Managers to write tickets.
Start hiring them to shape the future.

Too many teams confuse product delivery with product leadership. They fill PM roles with people who keep the board clean, manage standups and translate features into tidy Jira tickets. It looks like progress. But all you've done is create a high-functioning to-do list. That's not product management. That's task management.

Real product managers don't just move work forward - they decide what work matters. They ask the harder questions:

• What should we bet on?
• What problem are we solving?
• What's the outcome we're driving?

Async Leadership

The best CEOs are dual-lens operators.

Vision. Timing. Cash. They hold the big picture in their heads but stay anchored in the work. Product. Blockers. People. They see the nuance most miss. That mix is rare. The real limiter is processing power.

As companies scale, updates shift from chat to text. Verbal syncs don't scale. Reading does. Which is why CEOs must build teams who write clearly and asynchronously. Not optional.

Clarity equals speed. If your execs can't communicate in writing, you'll be stuck in meetings forever.

The CEO's leverage comes from how well the team writes.

How to Get to Better Answers

How to get better answers from your peers.

Instead of asking your peers to weigh in on different options and the best solution, just give them a solution. Stake a claim. Make it visible. Then let them shoot holes in it.

Framing it as “Here's my current thinking, based on the information I have today” does two things. It keeps you from sounding arrogant. And it opens the door for others to improve it. Feedback gets sharper. Responses come faster. The conversation shifts from “What should we do?” to “What's wrong with this?”

That's how you get to better answers...faster.

P.S. Not for every situation - just the ones where speed matters and your peers already trust you.

What Some Execs Get Wrong About Product-Led Growth

Some execs get product-led growth wrong.

They confuse it for a team chart shift. Treat the product team like glorified BAs. Let sales keep owning the funnel.

But product-led growth isn't a structural tweak. It's a go-to-market motion. Product isn't there to “gather requirements” - it drives the entire engine. From first click to expansion. Sales doesn't disappear but it stops being the gate. It becomes a guide.

Leave product out of the funnel and you're not doing PLG. Putting lipstick on a sales funnel.

Trust The Trenches

Advisors don't build your product. Your team does.

Startups often chase external wisdom: big-name advisors, mentors or consultants. Feels smart. Feels strategic. But what gets ignored is the gold sitting right inside the company: the frontline team. The people closest to the work. The ones who spot real problems before they hit dashboards.

Most companies skip this step. They hire an advisor to fix product strategy, while the product team quietly shakes their heads. They run a culture workshop, while the team whispers: “We've been saying this for months”

The fix isn't more voices. It's better loops.

Build internal insight loops before you chase external ones. Create a rhythm of feedback, reflection and iteration...led by the people doing the work. Document the pain points. Invite challenge. Turn silence into signal. Once that's running strong, then (and only then) bring in outside help to sharpen, not replace, your instincts.

Your team knows more than your boardroom. Listen there first.