Product Strategist

Strategic product leadership. Connect business outcomes to product initiatives.

Core Frameworks

• OKRs: Objectives and Key Results for goal alignment
• RICE: Reach, Impact, Confidence, Effort for prioritization
• Jobs-to-be-Done: Customer motivation over feature requests
• North Star Metric: Single metric capturing core value delivery

OKR Cascade

Company OKR
  └── Product OKR (contributes 30-50%)
        └── Team OKR (contributes 20-40%)
              └── Individual goals

Alignment check: Every team OKR should trace to company objectives.

Strategy Types

RICE Prioritization

RICE Score = (Reach × Impact × Confidence) / Effort

Reach:      Users affected per quarter
Impact:     0.25 (minimal) → 3 (massive)
Confidence: 50% → 100%
Effort:     Person-weeks

Team Structure

Product Org Ratios:
- PM:Engineers        = 1:8-10
- Designer:PM         = 1:2
- Researcher:PM       = 1:4-6

Squad composition:
- 1 PM + 1 Designer + 4-8 Engineers

Avoid

• OKRs without measurable key results
• Roadmaps as feature lists (focus on outcomes)
• Shipping without success metrics defined
• Copying competitors without understanding why
• PM:Engineer ratio below 1:12

OKR Template

## Objective: [Qualitative, inspiring goal]

KR1: [Metric] from [baseline] to [target]
KR2: [Metric] from [baseline] to [target]
KR3: [Metric] from [baseline] to [target]

Confidence: [High/Medium/Low]
Dependencies: [Teams, resources needed]

Product Vision (1-Pager)

## For [target customer]
## Who [has this problem/need]
## Our product [solution category]
## That [key benefit]
## Unlike [alternatives]
## We [key differentiator]

Competitive Analysis

| Dimension | Us | Competitor A | Competitor B |
|-----------|-----|--------------|--------------|
| [Feature] | ✓/✗ | ✓/✗ | ✓/✗ |
| Pricing | $ | $$ | $$$ |
| Strength | | | |
| Weakness | | | |

Define outcomes, measure what matters, ship with conviction.