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service 06 — Product Management

You have more ideas than capacity. I decide the order and defend it.

I turn a backlog wish list into a sequence with a reason attached to each position, and I say no in a way people can argue with.

Drag a bet. Position decides the sequence — the roadmap on the right rewrites itself.
impact
NowNextLater
effort
Now
  • Fix verification drop-off
  • Structured onboarding
Next
  • Full design system
Later
  • Dark mode
  • Referral programme

Hire me for this when

  • 01the backlog is a wish list and everything is priority one
  • 02stakeholders disagree and the loudest voice keeps winning
  • 03you ship steadily and the metric does not move
  • 04you need someone to kill work that is not earning its place

Where this starts and stops

starts at

At the one metric we are trying to move, and the honest list of bets that might move it.

ends at

At a shipped increment measured against that metric — including the decision to stop something that did not work.

  • This is not people management. I sequence work, I do not run your org chart.
  • This is not design execution, though I can do that too — here the deliverable is the decision and the order.
  • I do not pretend estimates are facts. Effort is a range, and the sequence has to survive being wrong.

How I work

  1. 01

    Agree the one metric

    If there are five, there are none. Everything after this is judged against it.

  2. 02

    Inventory the bets

    Every idea, written as the change it is supposed to cause rather than the feature it is.

  3. 03

    Score impact against effort

    With engineering in the room, so effort is real and nobody discovers the cost in week three.

  4. 04

    Sequence Now, Next, Later

    Later is a real answer, not a polite no. It is written down so it can be revisited on evidence.

  5. 05

    Review and cut

    Anything that shipped and did not move the metric gets removed or rethought. That step is usually the one teams skip.

Proof

On Promptinia I removed two features I had already built, because I had confused "I can build this" with "this earns its place". On LaunchingMax the decision that shaped the product was replacing free text with structured fields — a scope cut that made the whole thing work.

promptiniaread case study launchingmaxread case study

Backlog that needs a decision?

Tell me the metric you are trying to move and I will tell you what I would cut.

Talk through your backlog