Architecting Product Organizations for Scalable SaaS Growth
Deep essays and practical frameworks for product leaders navigating the intersection of engineering, strategy, and organizational design in B2B SaaS.
Recent Essays
View all →How to Know You're Ready to Be Head of Product
Readiness for the Head of Product role is not a checklist. It is a set of capabilities, orientations, and honest self-assessments that, taken together, indicate whether you can lead a product organization through the complexity that role requires.
Metrics That Actually Matter at Head of Product Level
The metrics that matter for an individual PM are not the metrics that matter for a Head of Product. Here is how the measurement framework needs to shift — and three metrics that indicate whether a product organization is operating at the level it should be.
Why Product Culture Is More Important Than Product Frameworks
Every product organization has frameworks. The ones that consistently ship great products have something harder to copy: a culture of genuine intellectual rigor about what they are building and why.
Framework Library
View all →Context–Constraints–Tradeoffs–Reversibility (CCTR)
A four-part decision framework that ensures product leaders evaluate decisions against their real operating conditions before committing.
PortfolioCore–Expansion–Bets Portfolio Model
A portfolio framework for allocating product investment across sustaining, growing, and exploratory work in proportion to organizational maturity.
Org DesignDACI Decision Rights Framework
A role-assignment model that clarifies who Drives, Approves, Contributes, and is Informed for any significant product decision.
CommercialFeature ROI Framework
A structured method for estimating the return on investment of product features in B2B SaaS environments where revenue attribution is complex.
AlignmentFeedback Loop Design for Product Organizations
A framework for designing systematic feedback loops that connect user behavior, commercial signals, and team learning into product decisions.
AlignmentThe 3-Layer Execution Model
A structured framework for translating product strategy into squad-level delivery by separating vision, initiative, and task layers.
How I think about product
Strategy without execution is fiction
Product strategy only matters if it connects to how squads make decisions on Tuesday morning. The gap between vision and delivery is organizational, not ideational.
Org design is product design
How you structure product teams, allocate decision rights, and define ownership shapes what you can build as much as any technology choice. Conway's Law runs deep.
Commercial reality is a constraint, not a compromise
The best product decisions are made with a clear view of economics: what revenue they protect, what they unlock, and what they cost to maintain over time.