Author: Sivan Kadosh

Short answer Every custom yes to a big account trades tomorrow’s product for today’s deal, and sometimes that trade is correct. The trap is making it by reflex, one deal at a time, until most of engineering serves five accounts. The way out is a three-bucket decision standard applied before the contract, not after. Sales […]

Short answer In most founder-led SaaS companies, product decisions are formally the CEO’s, practically the CTO’s, and actually nobody’s, because neither runs a decision process with evidence behind it. The fix is not a personality contest. It is naming the product decision role, giving it an evidence engine, and turning conviction and feasibility into inputs. […]

Short answer When the strategy changes with every prospect email, the company does not have a weak strategy. It has no strategy, only a queue of reactions. The tell is that nobody can say what you will not build. The fix is two artifacts and one habit, and it takes about a quarter. Monday the […]

Short answer If RICE, MoSCoW or weighted scoring still feels like guessing, you have diagnosed it correctly: it is guessing, formatted. Frameworks convert inputs into rankings and cannot create the inputs. What is missing is customer evidence, decision authority, or both. You do not need another framework. The team adopted a framework last year. There […]

Feature parity means matching the features buyers treat as table stakes, so you stay credible in an evaluation. It is necessary up to a point and dangerous past it, because a roadmap built from competitor screenshots produces a product with no reason to be chosen. The feature parity trap: Why copying competitors is killing your […]

Product operations is the function that lets product teams decide faster by fixing the plumbing around them, the data, the tooling and the recurring processes. It does not choose what to build. It makes sure the people choosing have clean information and are not spending their week maintaining spreadsheets. The Power of Product Operations: From […]

PLG SaaS is a go-to-market strategy where the product does the selling, letting users reach value before anyone talks to them. In practice almost no company runs it alone. The versions that scale pair self-serve adoption with a sales motion that picks up where the product stops. The illusion of 100% PLG: Why the human […]

Product management leadership is the job of deciding what the product should become and making that decision stick across teams. It is not backlog management. The work is direction, judgment under uncertainty, and the discipline to stop things that are moving but going nowhere. Product management leadership is not about managing backlog or shipping features. […]

The Kano model sorts features by how they affect satisfaction rather than by score. Some are expected and only hurt when missing, some improve satisfaction in proportion to how well they work, and a few create delight. Scoring frameworks rank effort; Kano explains why users care. In SaaS, this distinction is critical. Building more features […]

A SaaS monetization strategy decides how the money you charge tracks the value customers actually get. It covers the pricing model, the packaging and the metric you bill on, and getting the metric wrong is what caps growth long before the product does. A SaaS monetization strategy defines how a company captures revenue from the […]