Hustle Badger

What does a PM career looks like? Where do you focus to get better? There are lots of variations of PM career ladders around, which basically cover the same stuff. We've tried to be comprehensive without being overwhelming. You might need to adapt this for your own career / org. This is where we ended up: 𝗧𝗘𝗖𝗛𝗡𝗜𝗖𝗔𝗟 𝗖𝗔𝗣𝗔𝗕𝗜𝗟𝗜𝗧𝗜𝗘𝗦 DISCOVERY • 𝗨𝘀𝗲𝗿 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵 - how well you understand of users / needs qualitatively • 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝗮𝗹 𝘀𝗸𝗶𝗹𝗹𝘀 - how well you understand user behaviour quantitatively • 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝗶𝗻𝗴 - how you think through value prop and competitive moat • 𝗖𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗮𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀 - are you good at making and saving money STRATEGY & COMMS • 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 & 𝘃𝗶𝘀𝗶𝗼𝗻 - can you paint a big, ambitious picture • 𝗖𝗿𝗲𝗮𝘁𝗲𝘀 𝗼𝗿𝗱𝗲𝗿 𝗳𝗿𝗼𝗺 𝗰𝗵𝗮𝗼𝘀 - can you cut through ambiguity and drive towards action • 𝗚𝗼𝗮𝗹 𝘀𝗲𝘁𝘁𝗶𝗻𝗴 𝗮𝗻𝗱 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻 - can you set sensible targets, be focused and efficient • 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 - how good are you at influencing and serving those around you DELIVERY • 𝗔𝗴𝗶𝗹𝗲 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀 - how good are you at being adaptive and lean in everything • 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗳𝗹𝘂𝗲𝗻𝗰𝘆 - can you get the most from engineers • 𝗗𝗲𝘀𝗶𝗴𝗻 𝗳𝗹𝘂𝗲𝗻𝗰𝘆 - can you get the most from designers 𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥 & 𝗟𝗘𝗔𝗗𝗘𝗥𝗦𝗛𝗜𝗣 OWNERSHIP • 𝗦𝗰𝗼𝗽𝗲 - can you handle a feature / flow / product / portfolio. how big is the domain you can handle • 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 - can you deal with adversity (esp. important in startups!) • 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 - do you actually deliver impact that business cares about (generally $) CRAFT • 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀 - how much you really get what product is about • 𝗘𝘃𝗮𝗻𝗴𝗲𝗹𝗶𝘀𝗶𝗻𝗴 - how well you can communicate principles to others PEOPLE • 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗶𝗻𝗴 - can you hire excellent people • 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - can you stretch excellent people and make them even better • 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗿𝗲𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 - can you have tough conversations, get people back on track, and let people go when necessary • 𝗧𝗲𝗮𝗺 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 - can you inspire and motivate those around you Template here: https://lnkd.in/epDxcDdq ❤️ Like this post? ❤️ Check out Hustle Badger for more practical advice for product leaders and get the support you deserve. Wiki + Courses + Community + Events

What does a PM career looks like? Where do you focus to get better? There are lots of variations of PM career ladders around, which basically cover the same stuff. We've tried to be comprehensive without being overwhelming. You might need to adapt this for your own career / org. This is where we ended up: 𝗧𝗘𝗖𝗛𝗡𝗜𝗖𝗔𝗟 𝗖𝗔𝗣𝗔𝗕𝗜𝗟𝗜𝗧𝗜𝗘𝗦 DISCOVERY • 𝗨𝘀𝗲𝗿 𝗿𝗲𝘀𝗲𝗮𝗿𝗰𝗵 - how well you understand of users / needs qualitatively • 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝗮𝗹 𝘀𝗸𝗶𝗹𝗹𝘀 - how well you understand user behaviour quantitatively • 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝗶𝗻𝗴 - how you think through value prop and competitive moat • 𝗖𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗮𝘄𝗮𝗿𝗲𝗻𝗲𝘀𝘀 - are you good at making and saving money STRATEGY & COMMS • 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 & 𝘃𝗶𝘀𝗶𝗼𝗻 - can you paint a big, ambitious picture • 𝗖𝗿𝗲𝗮𝘁𝗲𝘀 𝗼𝗿𝗱𝗲𝗿 𝗳𝗿𝗼𝗺 𝗰𝗵𝗮𝗼𝘀 - can you cut through ambiguity and drive towards action • 𝗚𝗼𝗮𝗹 𝘀𝗲𝘁𝘁𝗶𝗻𝗴 𝗮𝗻𝗱 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻 - can you set sensible targets, be focused and efficient • 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 - how good are you at influencing and serving those around you DELIVERY • 𝗔𝗴𝗶𝗹𝗲 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀 - how good are you at being adaptive and lean in everything • 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗳𝗹𝘂𝗲𝗻𝗰𝘆 - can you get the most from engineers • 𝗗𝗲𝘀𝗶𝗴𝗻 𝗳𝗹𝘂𝗲𝗻𝗰𝘆 - can you get the most from designers 𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥 & 𝗟𝗘𝗔𝗗𝗘𝗥𝗦𝗛𝗜𝗣 OWNERSHIP • 𝗦𝗰𝗼𝗽𝗲 - can you handle a feature / flow / product / portfolio. how big is the domain you can handle • 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 - can you deal with adversity (esp. important in startups!) • 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 - do you actually deliver impact that business cares about (generally $) CRAFT • 𝗣𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀 - how much you really get what product is about • 𝗘𝘃𝗮𝗻𝗴𝗲𝗹𝗶𝘀𝗶𝗻𝗴 - how well you can communicate principles to others PEOPLE • 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗶𝗻𝗴 - can you hire excellent people • 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - can you stretch excellent people and make them even better • 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗿𝗲𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 - can you have tough conversations, get people back on track, and let people go when necessary • 𝗧𝗲𝗮𝗺 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 - can you inspire and motivate those around you Template here: https://lnkd.in/epDxcDdq ❤️ Like this post? ❤️ Check out Hustle Badger for more practical advice for product leaders and get the support you deserve. Wiki + Courses + Community + Events

Hustle Badger has deployed our first AI Agent. What it does: * Answers your product management questions * Trained on our content (both Linkedin and site) * Returns quick answers, so you don't need to scroll through the wiki How we're rolling it out * Making it free for ~1 month - give it a whirl * Making it the logged in homepage for paying users * Developing more complex agents * Identifying content gaps based on queries and rolling that into content queues Where we need you: * Give it a whirl * Tell us what you think Ask our bot anything here: https://lnkd.in/exaWjbq8

Team velocity is important. The impact you deliver is a function of what you build, and how fast you build it. Of course you need to build the right stuff. But building the right stuff faster is definitely better: • Customers get value faster • Cost to build is lower • You can build more great stuff Also, stakeholders care a LOT about it. If you're not shipping regularly, they tend to get upset. High team velocity keeps them happy. Team velocity is limited by two broad categories: 1. 𝗦𝘆𝘀𝘁𝗲𝗺𝗶𝗰 𝗹𝗶𝗺𝗶𝘁𝘀 - structural limits to how fast you ship 2. 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗶𝗻𝘁𝗲𝗿𝗿𝘂𝗽𝘁𝗶𝗼𝗻𝘀 - temporary blockers that get in the way (this is a fuzzy mental model, but it's a helpful one) You want to fix both of these. 𝗧𝗔𝗖𝗧𝗜𝗖𝗔𝗟 𝗜𝗡𝗧𝗘𝗥𝗥𝗨𝗣𝗧𝗜𝗢𝗡𝗦 These are things like: • Poor documentation • Leadership not signing off designs • Waiting for other teams to complete work • Bugs and support tickets distracting team members • People getting sick They can cause significant delays, but are generally short lived and specific to a piece of work or time period. You can fix these by: 1. Tracking what you've delivered each week • Track story points / tickets completed • Update your expected delivery dates • We have a couple of templates for this (see link) 2. Discuss how to go faster • Do this with PM / TL and prod/eng leadership (~4 ppl) • Keep psychological safety high - you're the same team • What needs to happen to move delivery dates forward? The discussion: • Relies on the tracker as an objective source of truth • Keeps velocity front of mind • Drives accountability • Resolves problems fast If this is going well, then you can start looking at ... 𝗦𝗬𝗦𝗧𝗘𝗠𝗜𝗖 𝗟𝗜𝗠𝗜𝗧𝗦 These are things like: • Long term average of time spent on ad hoc requests and unplanned work • How many engineers are on the team • How complex the code base is These are fairly constant regardless of what the team is working on. Fixing these requires investment (time/money). There are no quick fixes. Your tracker and check-ins should already give you some signals about what are the biggest things holding you back. Discussion in-depth with engineering (perhaps several 1 hr meetings) the biggest limits to velocity: • If we wanted to ship faster, what would we need to change? • Where could we invest to increasing team velocity? • If we wanted to simplify the code base, where would we start? This will throw up some big questions, like: What is the right split between delivering value now and delivering more value in future. But you'll understand what your options are to go faster. Full guide + templates here: https://lnkd.in/eGXMKizw (And we've just launched a new course on 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 as well)

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We meet a lot of PMs who've been hired into early startups without PMF. Tough gig. Here's how I'd think about it. Product Market Fit is not a pure product problem. This is a whole business problem where you need to line up 5 core factors: 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 Who are you serving? What visible signals allow you to find them? 𝗡𝗲𝗲𝗱𝘀 What do they want? What are their alternatives? 𝗣𝗿𝗶𝗰𝗲 What will people pay to solve this problem? What budget are you going after? 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 What are the benefits you can offer that are exciting? How do you deliver these? 𝗚𝗼-𝗧𝗼-𝗠𝗮𝗿𝗸𝗲𝘁 How do you tell people about your solution? Both initially for validation, and then in a scalable way (Content / WOM / Paid / Sales)? And PMF isn't a binary thing. It's something that you (hopefully) make stronger over time. The levels might look something like this: 1 - Can you find any customers? 2 - Can you make them stay? 3 - Can you make the pay? 4 - Do they come seek you out? What IS very much like a product problem is how you iterate up these levels. Because product management is often about managing the risks of innovation, and finding PMF is the ultimate example of this. Start by setting an "innovation budget". i.e. the amount of time / effort I wanted to look into this idea. And use something like Matt LeMay's survival / success metrics as goals for this period. • Above success metric: crack on, make next investment • Below success metric: pivot • Below survival metric: kill Within that time, be super focused on answering whatever was keeping me up at night, the really core assumptions or unknowns. That's across all 5 PMF dimensions, so might mean changing customer / problem / pricing / solution / GTM This isn't a sure fire way of finding PMF. It's is still something that's very difficult to do. But this is a way to maximise your odds. It's pretty much what we did for Hustle Badger: Oct '22: invest 1 month speaking to PMs to feel out learning needs and budget Nov '22: invest 4 months getting to 1k subscribers Feb '23: invest 10 months finding conversion rate to paid Dec '23: invest 12 months exploring growth levers ... so far, so good, but it's still early days. ❤️ Like this post? ❤️ Check out Hustle Badger for more practical advice for product leaders and get the support you deserve. Wiki + Courses + Community + Events https://lnkd.in/e9Kq3J_k

B2B vs. B2C product management There are two ways to build a big business: • Charge a lot of people a small amount (B2C / self serve mass market) • Charge a few people a very big amount (Enterprise B2B) Though obviously this is a spectrum, not binary: Enterprise > SMB > Pro-sumer > Mass market That said, some generalisations... 𝗩𝗔𝗟𝗨𝗘 B2C & self serve: Lots of customers, all paying a small amount B2B: Fewer customers means you need to make more money off each customer 𝗕𝗨𝗦𝗜𝗡𝗘𝗦𝗦 𝗠𝗢𝗗𝗘𝗟 B2C & self serve: business models that customers can easily leave (transactions / ads). Even subscription products rarely tie you in for that long. Pricing is quite simple. Transactions are fast. B2B: setup fees and multi-year contracts. Pricing might be structured, but is often negotiated client by client. Revenue / NRR can lag significantly. Deals can take months/years to close. 𝗣𝗘𝗥𝗦𝗢𝗡𝗔𝗦 B2C & self serve: one major use case, and often the customer / user is the same person. B2B: multiple personas at the same client with different agendas (e.g. Finance, Ops, HR all using the same tool but with different roles in the buying process). And you’re adding new use cases as you expand. 𝗚𝗢-𝗧𝗢-𝗠𝗔𝗥𝗞𝗘𝗧 B2C & self serve: lean into marketing channels that can reach lots of people with basically the same message. B2B: need to reach very specific people who control the purchase decision, at very specific companies. That means a lot more direct outreach and events (even if PLG is increasingly common). 𝗦𝗔𝗟𝗘𝗦-𝗖𝗨𝗟𝗧𝗨𝗥𝗘 B2C & self serve: you don't need a sales team. B2B: sales want lots of new features. They need to hit targets to get their bonuses, so they can be vocal about this 😅 𝗔𝗡𝗔𝗟𝗬𝗦𝗜𝗦 B2C & self serve: you can run AB tests and quantitative analysis a lot of the time. B2B: it's much harder to run quantitative tests; you need to evidence changes in other ways. 𝗨𝗡𝗗𝗘𝗥𝗦𝗧𝗔𝗡𝗗𝗜𝗡𝗚 𝗬𝗢𝗨𝗥 𝗨𝗦𝗘𝗥𝗦 B2C & self serve: Users will ask for a faster horse. B2B: Users more likely to be experts who you can (more or less) trust. 𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗠𝗔𝗥𝗞𝗘𝗧𝗜𝗡𝗚 B2C & self serve: the product markets itself. It has to be self serve. B2B: product marketing is a huge effort to tell users what the product can do. Complex products require lots of effort for people to get full value out of them. 𝗪𝗛𝗔𝗧 𝗧𝗘𝗔𝗠𝗦 𝗔𝗥𝗘 𝗗𝗢𝗜𝗡𝗚 B2C & self serve: behavioural analysis, speaking to customers to uncover the "why" behind the numbers and then building solutions that users won't ask for, but will love. Generally about doing a few things really well. B2B: fielding customer requests, managing complexity and working with other teams to land new features. PMs involved in the sales cycle. Continually building more functionality to embed deeper with your clients. Full breakdown here: https://lnkd.in/dVf8ZCXq

VP playbook for developing a product strategy OK, here's the scenario: You're a new VP Product and need a product strategy fast. What do you do? Playbook: 𝟭. 𝗨𝗡𝗗𝗘𝗥𝗦𝗧𝗔𝗡𝗗 𝗥𝗢𝗟𝗘 What is the ratio of product/tech to marketing/sales? You can do this by cost or headcount. (Ignore operations for now.) This signals what your role is. Talk all you want about the importance of a product-led culture. More often than not this is baked into the company through headcount. You can't be product-led if you have twice as many sales reps as engineers. S&M > product • "Sales-led" • Role: keeping the lights on • Time will be mainly fielding sales requests and supporting existing product. S&M = product • Balanced org • Role: incremental innovation • Can take on 1-2 major product initiatives as well. Product > S&M • "Product-led" • Role: major innovation • You're driving the strategy and need to have a vision for where the company is going and how to move major business metrics. (gulp) 𝟮. 𝗘𝗦𝗧𝗔𝗕𝗟𝗜𝗦𝗛 𝗕𝗔𝗦𝗘𝗟𝗜𝗡𝗘 Understand how the product org currently spends it's time. Track number of storypoints / tickets / developer time on: 1. Fixing bugs (unplanned) 2. Tech debt (planned) 3. Sales requests (unplanned) 4. Strategic product work (planned) How much planned work did you ship in last quarter? You can make incremental changes to this only. “Stakeholder demand does not drive output” You should start to have an idea of what you can get done in the next quarter (Assuming we don't have time / budget to radically change team size) Use this tracker: https://lnkd.in/e5q2m_Vk 𝟯. 𝗦𝗡𝗔𝗣 𝗦𝗧𝗥𝗔𝗧𝗘𝗚𝗬 Speak to 2-3 key stakeholders (e.g. CEO, CRO, CMO) Write up your understanding of the context and strategy in 1-2 pages: • Objective - What are we trying to achieve (quant + qual) • Context - What is market, funding and internal situation • Pillars - What are 2-3 biggest themes of work that need to get done Your pillars might include: • Goal - Purpose of this theme • Metrics - How you measure success • Rationale - Why this makes sense • Example features - Not commitments, but help align on what we're talking about Share with as many people as possible for feedback (as a VP, start at top of org) Simplify this template: https://lnkd.in/eyghJXst 𝟰. 𝗥𝗘𝗦𝗢𝗨𝗥𝗖𝗘 𝗔𝗟𝗟𝗢𝗖𝗔𝗧𝗜𝗢𝗡 Have a workshop with execs to agree how you split existing teams between: • Strategic pillars • Ad hoc sales requests • Tech debt (i.e. increased velocity in future) Discuss % and convert to teams later. “If it’s not painful, it’s not prioritisation” This should be a leadership group decision. As Product VP you should enable smart decisions. Don't let wishful thinking flex capacity estimates. 30/60/90 day onboarding guide here - https://lnkd.in/eHHfUsyP

The creative process is 𝗺𝗲𝘀𝘀𝘆 - it's NO double diamond. But in our opinion the double diamond is the best way to navigate the mess. You just need to remember it's an abstraction to aid your thinking, not a description of reality. Two halves: 1. 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝘀𝗽𝗮𝗰𝗲 – picking the right problem to solve. 2. 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝘀𝗽𝗮𝗰𝗲 – designing the right solution to the problem. Each of these halves has two main phases: 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝘀𝗽𝗮𝗰𝗲 𝗔. 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵 – understanding the problem space that users face. 𝗕. 𝗙𝗼𝗰𝘂𝘀 – narrowing down on a specific problem to solve. 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝘀𝗽𝗮𝗰𝗲 𝗖. 𝗜𝗱𝗲𝗮𝘁𝗶𝗼𝗻 – generating potential solutions to the problem. 𝗗. 𝗜𝘁𝗲𝗿𝗮𝘁𝗶𝗼𝗻 – iteratively improving and shipping one particular solution. The four phases alternate between divergent and convergent ways of working: • 𝗗𝗶𝘃𝗲𝗿𝗴𝗲𝗻𝘁 (Research & Ideation) – opening ourselves up without limits to understand the full spectrum of possibilities • 𝗖𝗼𝗻𝘃𝗲𝗿𝗴𝗲𝗻𝘁 (Focus & Iteration) – focusing on and refining one particular idea to make it as tight as possible Ground rules for being creative: • 𝗛𝘆𝗽𝗼𝘁𝗵𝗲𝘀𝗶𝘀 𝗱𝗿𝗶𝘃𝗲𝗻 & 𝘁𝗶𝗺𝗲 𝗯𝗼𝘂𝗻𝗱 - it's easy to get lost looking for perfect knowledge, but uncertainty remains. Have a hypothesis, learn more, and act. • 𝗜𝗻𝘁𝗲𝗿𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗮𝗿𝘆 - working with others gives you better solutions and more buy-in • 𝗛𝘂𝗺𝗮𝗻-𝗰𝗲𝗻𝘁𝗲𝗿𝗲𝗱 - create user value to create business value • 𝗜𝘁𝗲𝗿𝗮𝘁𝗶𝘃𝗲 - this isn't a linear process. You go backwards and forwards and round and round. Full article on Hustle Badger here: https://lnkd.in/e6cddPSv

6x free upcoming events from Hustle Badger 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗝𝗼𝗯 𝗛𝘂𝗻𝘁𝗶𝗻𝗴 𝘛𝘶𝘦𝘴 7𝘵𝘩 𝘑𝘢𝘯 Deep dive into our highly effective playbook to find your next job. 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗝𝗼𝘂𝗿𝗻𝗲𝘆 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 𝘞𝘦𝘥 22𝘯𝘥 𝘑𝘢𝘯 Learn how to build your own Customer Journey Map to understand your customers' experience. 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝗙𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹𝘀 𝘛𝘶𝘦𝘴 4𝘵𝘩 𝘍𝘦𝘣 Interactive webinar to talk your through the principles behind effective metrics that help you make data-informed decisions. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗦𝗻𝗮𝗽 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝘞𝘦𝘥𝘴 19𝘵𝘩 𝘍𝘦𝘣 I show you how to write a snap strategy in 1 hour, with live example. 𝗝𝗼𝗯𝘀 𝗧𝗼 𝗕𝗲 𝗗𝗼𝗻𝗲 𝘛𝘶𝘦𝘴 4𝘵𝘩 𝘔𝘢𝘳 Interactive webinar to talk your through the Jobs To Be Done framework for understanding your customers. 𝗣𝗶𝗰𝗸𝗶𝗻𝗴 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 𝘞𝘦𝘥𝘴 19𝘵𝘩 𝘔𝘢𝘳 Learn the principles behind great success metrics and how to find them. In addition we're running a discussion forum for job seekers, and 3 speed networking events to expand your network. All our events are listed here: https://lnkd.in/eaf5Xjaz