I love it when a team has a “north star metric”and none of them can recite it.

DTC folk…something I see waaay too often…teams working on branding or polishing CRO while their checkout still breaks on Safari. Your brand isn’t your logo. It’s whether the site actually works when customers need it 😂

The biggest growth lever I’ve seen? Fix broken UX, copy, and flows. Not sexy. Always effective.

Hard learning for me: the fastest way to improve UX is to watch real customers use our products. No survey, no dashboard, no KPI will teach you like 5 confused clicks on Hotjar will.

Bored of this “mini CEO” stuff in product.

Falling in love with simple NNL roadmaps, esp when running multiple product squads. Now/Next/Later roadmaps work better than any gantt chart. Keeps teams honest and me (sort of) sane.

DTC X…why is it that in DTC we worship “brand loyalty,” but the biggest loyalty drivers are: 📦 Shipping promises you actually meet 🛒 Search that actually returns results 🔍 A checkout that doesn’t feel like a puzzle Hard to be loyal to something that didn’t solve your

It’s not an impossible position. Here’s how it should work: Somebody suggests arresting a comedian over 3 joke tweets. That person is laughed out of the building. The end.

Product people always say stuff like “90% of product ideas don’t work, but that’s OK, that’s not failure…that’s the process.” Then massive pivot based on vibes 😂

Gripe of the day…teams and engineers blaming blaming “unclear requirements.” If engineers can’t think beyond the ticket, you don’t have agile, you have factory work. Ticket takers. Not about it.

Leadership shift that hurts (then helps): stop knowing every detail.

Bros can we stop our teams obsessing over homepage redesigns when 80% of traffic lands on PDP from Google Shopping? Be nice to design for the journey our customers actually take, not the one in the exec deck. What will ChatGPT do to this? Agentic shopping on my mind.

Empowered teams don’t come from sticky notes and Spotify-model slides. They come from leadership shutting up and letting teams own outcomes. Sadly I am leadership.

Most companies don’t fail because they can’t build. They fail because they can’t decide what not to build. SHOW ME YOUR KILL LIST.

Nothing kills innovation faster than execs demanding certainty. If you want certainty, stick to accounting (ish 😂). Product is bets, not guarantees.

All this CRO strategy stuff does my head in…the fastest way to get buy-in for experimentation wasn’t ever a 50-page strategy. It was one good A/B test that showed we can make the business £££.

Ritual that changed everything: bi-weekly delivery reviews. In the weeds. Dirty laundry on the table. Accountability over optics.

A Growth Manager said to me: “We kept waiting for statistical significance. Weeks went by, stakeholders got restless.” They forgot the point wasn’t academic purity—it was decision making. Strong signals + context were enough to act. 👉 Call tests early. Learn, adjust, move.

A big learn: experimentation maturity isn’t a straight line. At WoB, some teams were “flying,” others still crawling. That’s normal, neither people nor org level up evenly. And I’m usually lagging 😂

Elon said we needed self-driving cars. What we really wanted was self-parking cars - can’t cope with the 200bpm watching the drama unfold.