ProjectY transitioned from founder-led sales to a product-led growth model, focusing on measurable outcomes. Leadership established clear goals: increasing revenue from $750K to $1.5M ARR and doubling completed projects. The strategy reduced intangible goals to more actionable items, allowing product managers to drive necessary outcomes effectively. Understanding customer completion of tasks serves as an indicator of product value, helping to align team focus on broader business objectives while avoiding the distractions of optimizing within their confining scope.
Introducing the autonomous, outcome-driven team, so hyper-focused on optimizing their tiny box that they completely miss the larger playing field. I call this the 'tiny box problem.'
After raising VC funds, ProjectY made the shift from founder-led sales and feature-driven development, to a product-led growth (PLG) model.
ProjectY's leadership understands that PMs can't 'drive outcomes' without knowing which outcome to drive. They move away from a laundry list of fuzzy, useless goals to something clean, meaningful, and useful.
The team believes that if a customer finishes a project that has completed tasks, it's a strong indicator that this customer has experienced the core value of the product.
Collection
[
|
...
]