A grounded definition of product management: balancing user value, business viability, and feasibility—without the myth of being CEO of the product.
Chapter 2 Understanding Your Users Beyond PersonasMove past decorative personas to jobs-to-be-done, observed behavior, and interview discipline. Empathy rests on evidence, not assumption.
Chapter 3 Problem Discovery: Finding What's Worth SolvingValidate problems before solutions: frequency, severity, willingness to pay, and frameworks that keep teams honest about what is worth building.
Chapter 4 Prioritization Frameworks That Actually WorkRICE, ICE, MoSCoW, and Kano, what they are good for, where they break, and why judgment and cost of delay matter more than the template.
Chapter 5 Building and Communicating a Product StrategyA product strategy is a decision-making filter, not a roadmap, and this lesson shows what belongs in it and how to tailor the story for execs, engineering, and the rest of the org.
Chapter 6 Working With Engineering and DesignThe PM triad only works when product shares context, invites real discovery, and knows when to defer to craft versus when to hold the line on outcomes.
Chapter 7 Metrics and Measuring SuccessMeasure what changes decisions: a tight hierarchy from north star to inputs and guardrails, with hypotheses written before build and honest reviews after ship.
Chapter 8 Scaling: From IC to Product LeaderMoving from IC PM to product leader means trading depth on one roadmap for portfolio judgment, people multiplication, and influence without ownership of every detail.