Early Product Managers (PMs) don't leave startups. They leave founders. For a PM to be successful, they need to forge a good relationship with the company founder. A great Founder-PM fit is when the PM and hos team own 80% of the product, and the founder owns the remaining 20%

Growth is inherent to start-ups. Nothing starts, and there’s no company unless people are signing up and on track to pay you. But when and how do you start hiring for “growth,” and what does that mean in a post growth hacking, post-SVB world? We talked to Darius Contractor

Before the specs, the Jira tickets, the sprints, and the briefs, there are agile tech companies. These are the startups built by people hacking away at problems their customers talk about online. Engineers aren’t in a corner with noise canceling headphones, they're listening in on customer calls with their

In the cut-throat tech world, the few who survive often have one thing in common: They ship incredibly fast. Staying ahead in the competitive market is the key to success. But fast shipping doesn't mean rushing products or releasing useless features - it means being agile, flexible, and efficient in

If you’re working in tech, you’ve likely heard the phrase or been a part of a company adopting product-led growth. And with good reason. Who doesn’t want their engineering sprints also to grow revenue? It’s strategically satisfying. At the same time, “PLG” has become a bit

Reaching Product Market Fit is like crossing a desert. It’s a long, arduous journey that few will survive. You start to build something good, but it will take months, or even years before you can start charging your customers. And while you’re out wandering in that desert, it’

Pre-Product Market Fit Product Management content sucks. But there’s a reason for this: 99% of PM theory comes from post-PMF companies. If you’re Google, Facebook, or Intercom you have the experience, time, resources, and influence to develop a science that trickles down into other companies. So it’s

When you build a product you have to make trade-off. June started as the most simple product analytics for B2B SaaS companies. So for us the trade-off meant offering less flexibility and customization. In the early days this wasn’t a problem. June started by serving the hobbyist, and early

The products we love like Notion break the trade-off between simplicity and flexibility by creating low floor high ceiling products. They're easy to start with. And only when needed, you can increase the complexity level. They are what we call "low floor, high ceiling" products. Low Floor The floor tells