Hustle Badger
@hustlebadger.bsky.social
Practical advice for Product Leaders
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https://www.hustlebadger.com
Wiki | Templates | Courses | Live Classes | Events
https://www.hustlebadger.com
#product #productmanagement
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
How much discovery is enough? - Hustle Badger
What do Product Managers do?
www.hustlebadger.com
November 19, 2025 at 1:08 PM
#product #productmanagement
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
You need to balance theory with pragmatism.
Talk about risk.
• What are you all comfortable with?
• How can you reduce it as fast as possible?
• What are the alternatives?
November 19, 2025 at 1:08 PM
You need to balance theory with pragmatism.
Talk about risk.
• What are you all comfortable with?
• How can you reduce it as fast as possible?
• What are the alternatives?
And life gets in the way:
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
November 19, 2025 at 1:08 PM
And life gets in the way:
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
BUT That's all theory.
In reality, discovery is politics.
You need enough evidence to have buy-in.
November 19, 2025 at 1:08 PM
BUT That's all theory.
In reality, discovery is politics.
You need enough evidence to have buy-in.
𝗛𝗜𝗘𝗥𝗔𝗥𝗖𝗛𝗬 𝗢𝗙 𝗖𝗢𝗡𝗙𝗜𝗗𝗘𝗡𝗖𝗘:
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
November 19, 2025 at 1:08 PM
𝗛𝗜𝗘𝗥𝗔𝗥𝗖𝗛𝗬 𝗢𝗙 𝗖𝗢𝗡𝗙𝗜𝗗𝗘𝗡𝗖𝗘:
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
𝗗𝗥𝗜𝗩𝗘𝗥𝗦 𝗢𝗙 𝗥𝗜𝗦𝗞:
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
November 19, 2025 at 1:08 PM
𝗗𝗥𝗜𝗩𝗘𝗥𝗦 𝗢𝗙 𝗥𝗜𝗦𝗞:
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
𝗕𝗔𝗦𝗜𝗖 𝗘𝗤𝗨𝗔𝗧𝗜𝗢𝗡 𝗧𝗢 𝗦𝗢𝗟𝗩𝗘:
Confidence > Risk
Confidence > Risk
November 19, 2025 at 1:08 PM
𝗕𝗔𝗦𝗜𝗖 𝗘𝗤𝗨𝗔𝗧𝗜𝗢𝗡 𝗧𝗢 𝗦𝗢𝗟𝗩𝗘:
Confidence > Risk
Confidence > Risk
𝗗𝗜𝗦𝗖𝗢𝗩𝗘𝗥𝗬 𝗔𝗦 𝗧𝗛𝗘 𝗔𝗖𝗧 𝗢𝗙 𝗥𝗘𝗗𝗨𝗖𝗜𝗡𝗚 𝗥𝗜𝗦𝗞
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
November 19, 2025 at 1:08 PM
𝗗𝗜𝗦𝗖𝗢𝗩𝗘𝗥𝗬 𝗔𝗦 𝗧𝗛𝗘 𝗔𝗖𝗧 𝗢𝗙 𝗥𝗘𝗗𝗨𝗖𝗜𝗡𝗚 𝗥𝗜𝗦𝗞
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗜𝗦 𝗔𝗡 𝗜𝗡𝗩𝗘𝗦𝗧𝗠𝗘𝗡𝗧 𝗜𝗡 𝗧𝗘𝗖𝗛
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
November 19, 2025 at 1:08 PM
𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗜𝗦 𝗔𝗡 𝗜𝗡𝗩𝗘𝗦𝗧𝗠𝗘𝗡𝗧 𝗜𝗡 𝗧𝗘𝗖𝗛
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
#product #productmanagement
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
How much discovery is enough? - Hustle Badger
What do Product Managers do?
www.hustlebadger.com
November 19, 2025 at 1:07 PM
#product #productmanagement
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
Full article, including template and worked examples here:
www.hustlebadger.com/what-do-prod...
You need to balance theory with pragmatism.
Talk about risk.
• What are you all comfortable with?
• How can you reduce it as fast as possible?
• What are the alternatives?
November 19, 2025 at 1:07 PM
You need to balance theory with pragmatism.
Talk about risk.
• What are you all comfortable with?
• How can you reduce it as fast as possible?
• What are the alternatives?
And life gets in the way:
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
November 19, 2025 at 1:07 PM
And life gets in the way:
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
• Hitting short term metrics.
• Down-time of engineering.
• Showing you’re delivering at all.
BUT That's all theory.
In reality, discovery is politics.
You need enough evidence to have buy-in.
November 19, 2025 at 1:07 PM
BUT That's all theory.
In reality, discovery is politics.
You need enough evidence to have buy-in.
𝗛𝗜𝗘𝗥𝗔𝗥𝗖𝗛𝗬 𝗢𝗙 𝗖𝗢𝗡𝗙𝗜𝗗𝗘𝗡𝗖𝗘:
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
November 19, 2025 at 1:07 PM
𝗛𝗜𝗘𝗥𝗔𝗥𝗖𝗛𝗬 𝗢𝗙 𝗖𝗢𝗡𝗙𝗜𝗗𝗘𝗡𝗖𝗘:
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
• Intuition. i.e. you thinking on your own
• Planning. i.e. you thinking with your team
• Research. i.e. lots of customer interviews, surveys, references
• Data. i.e. AB testing, closed betas, fake door tests
More risk = higher up the hierarchy of confidence.
𝗗𝗥𝗜𝗩𝗘𝗥𝗦 𝗢𝗙 𝗥𝗜𝗦𝗞:
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
November 19, 2025 at 1:07 PM
𝗗𝗥𝗜𝗩𝗘𝗥𝗦 𝗢𝗙 𝗥𝗜𝗦𝗞:
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
• Effort to build. i.e. engineering cost
• Downside scenario. i.e. what happens if we're wrong
• Company maturity. i.e. revenue at risk
• Opportunity cost. i.e. what else we could build
𝗕𝗔𝗦𝗜𝗖 𝗘𝗤𝗨𝗔𝗧𝗜𝗢𝗡 𝗧𝗢 𝗦𝗢𝗟𝗩𝗘:
Confidence > Risk
Confidence > Risk
November 19, 2025 at 1:07 PM
𝗕𝗔𝗦𝗜𝗖 𝗘𝗤𝗨𝗔𝗧𝗜𝗢𝗡 𝗧𝗢 𝗦𝗢𝗟𝗩𝗘:
Confidence > Risk
Confidence > Risk
𝗗𝗜𝗦𝗖𝗢𝗩𝗘𝗥𝗬 𝗔𝗦 𝗧𝗛𝗘 𝗔𝗖𝗧 𝗢𝗙 𝗥𝗘𝗗𝗨𝗖𝗜𝗡𝗚 𝗥𝗜𝗦𝗞
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
November 19, 2025 at 1:07 PM
𝗗𝗜𝗦𝗖𝗢𝗩𝗘𝗥𝗬 𝗔𝗦 𝗧𝗛𝗘 𝗔𝗖𝗧 𝗢𝗙 𝗥𝗘𝗗𝗨𝗖𝗜𝗡𝗚 𝗥𝗜𝗦𝗞
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
• Discovery reduces the risk of not making a return
• There are four main risks (value, usability, tech, business)
• Discovery is expensive, so you only do as much as necessary. Faster is better
𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗜𝗦 𝗔𝗡 𝗜𝗡𝗩𝗘𝗦𝗧𝗠𝗘𝗡𝗧 𝗜𝗡 𝗧𝗘𝗖𝗛
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
November 19, 2025 at 1:07 PM
𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗜𝗦 𝗔𝗡 𝗜𝗡𝗩𝗘𝗦𝗧𝗠𝗘𝗡𝗧 𝗜𝗡 𝗧𝗘𝗖𝗛
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
• Product teams are expensive (~£1m a year)
• That's an investment in technology from the CEO
• She wants a return on that investment
• PMs are primarily responsible for making sure the CEO gets that return
November 4, 2025 at 1:30 PM
So I convinced 3x other (very generous) product leaders to share the decks that got them VP / CPO roles, and stuck them all here: www.hustlebadger.com/what-do-prod...
Enjoy!
🧵7/7
Enjoy!
🧵7/7
4x Winning Product Management Case Study Examples | Full Decks - Hustle Badger
4x Real Product Management Case Study Examples | Real Case Studies that got jobs | Prepare for product management case study interviews
www.hustlebadger.com
November 4, 2025 at 1:30 PM
So I convinced 3x other (very generous) product leaders to share the decks that got them VP / CPO roles, and stuck them all here: www.hustlebadger.com/what-do-prod...
Enjoy!
🧵7/7
Enjoy!
🧵7/7
I know it's good, because it's got me 3x SVP / CPO offers (100% hit rate). 😎
Then, when I started Hustle Badger, I wanted to help other PMs succeed.
🧵6/7
Then, when I started Hustle Badger, I wanted to help other PMs succeed.
🧵6/7
November 4, 2025 at 1:30 PM
I know it's good, because it's got me 3x SVP / CPO offers (100% hit rate). 😎
Then, when I started Hustle Badger, I wanted to help other PMs succeed.
🧵6/7
Then, when I started Hustle Badger, I wanted to help other PMs succeed.
🧵6/7
Then I built and adapted on this when I was next applying for a job.
Each role I applied for, I customised it for the new company and made it a little better.
🧵5/7
Each role I applied for, I customised it for the new company and made it a little better.
🧵5/7
November 4, 2025 at 1:30 PM
Then I built and adapted on this when I was next applying for a job.
Each role I applied for, I customised it for the new company and made it a little better.
🧵5/7
Each role I applied for, I customised it for the new company and made it a little better.
🧵5/7
There was a HUGE variance in what they presented.
So when we finally offered someone the role, I asked them for their deck. It was the best I'd seen.
🧵4/7
So when we finally offered someone the role, I asked them for their deck. It was the best I'd seen.
🧵4/7
November 4, 2025 at 1:30 PM
There was a HUGE variance in what they presented.
So when we finally offered someone the role, I asked them for their deck. It was the best I'd seen.
🧵4/7
So when we finally offered someone the role, I asked them for their deck. It was the best I'd seen.
🧵4/7