One Knight in Product

By: One Knight in Product
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  • Summary

  • I’m your host, Jason Knight, and One Knight in Product is your chance to go deep into the wonderful world of product management, product marketing, startups, leadership, diversity & inclusion and much more! My goal with One Knight in Product has always been to bring real chat to the over-idealised world of product management and mix thought leader interviews with day-to-day practitioners from around the world. I want to ask hard, but fair, questions and bring some personality and good, old-fashioned dry British humour to building products. Subscribe to and share the best product podcast! No others come close 😎
    Copyright 2020-2024 All rights reserved.
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Economics
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Episodes
  • Solving the Growth Equation to Derive Product/Market Fit (with Andy Budd, Author "The Growth Equation")

    Solving the Growth Equation to Derive Product/Market Fit (with Andy Budd, Author "The Growth Equation")
    Nov 2 2024
    Andy Budd is a designer-turned-venture partner who founded one of the UK's first UX agencies before pivoting to help early-stage startup founders make good product decisions and get to product/market fit. He's recently released "The Growth Equation", a book that distils some of the common themes he sees across early-stage companies and aims to give them the best chance of success. We spoke all about the themes from the book, as well as where product management fits into the early-stage equation. Episode highlights: 1. The Growth Equation is made up of a combination of factors that both drive and drag growth efforts Driving factors include audience size, audience motivation, speed of value delivery, stickiness and virality. Dragging factors include friction and competitive pressure. There's no specific solution to the Growth Equation, it's about optimising the factors to deliver startup success. 2. Most founders massively overestimate the scale of their MVP, and it could kill their company What founders think is "minimal" often isn't. Startups burn months and months on what they think is a minimal solution, but it rarely is. There are stories of startups spending 18 months getting their first version out, getting excited, seeing no traction, and then repeating the doom loop. It's important to get stuff out there and into people's hands quickly to see if you can get traction rather than get stuck building things that no one wants. 3. Targeting sophisticated ICPs too early is a death trap Early-stage founders often aim to attack a broad Ideal Customer Profile, believing that it gives them the best chance of getting traction. They make the mistake of tackling sophisticated, mature customers with a never-ending list of "yes, but also..." requests. It's important for early founders to target beach-head customers so you can land and expand. You also need to ensure that you can respond and adapt your early ICP based on real-world feedback. 4. Founders might not enjoy things like Sales or Marketing, but they've got to do what's right for the company Being a startup founder means you get to do things you love, like building a product, but you're also responsible for getting it to market. Early sales efforts must be led by the founders; it's a mistake to hire experienced salespeople too soon and expecting them to build your GTM playbook, and external SDR agencies are not going to get your target customers excited about your vision. 5. In early-stage companies, the product manager is generally a project manager and has to bide their time It's a common problem: A startup founder is encouraged to hire a product manager, but they're still too close to the vision to want someone to join and start challenging everything. They just need to get the ideas out of their head and into the world. "Proper" product management can come later, developed over time, rather than arguing the toss upfront and never getting anywhere. Buy "The Growth Equation" "The Growth Equation is your roadmap to early-stage growth, designed specifically for founders navigating the toughest part of the journey: from zero to one. Finding your first customers, figuring out your go-to-market strategy, and scaling your revenue can feel overwhelming when you're up against limited resources and conflicting advice. That's why this book provides clear, actionable steps to help you break through those barriers and take your startup to its first $1M in revenue and beyond." Check it out on Amazon or the book's website. Contact Andy You can catch up with Andy on LinkedIn. You can also check his website. Related episodes you should like: Moving Beyond Founder-Led Product Development & Setting PMs up for Success (Jennifer Yang-Wong, VP of Product @ Contrary) Nailing your Product/Market Fit Strategy by Focusing on the Mission Critical (Maja Voje, Growth Strategy Expert & Author "Go-To-Market Strategist") The Big Pivot to Reinvent Product Management (Yana Welinder, Founder & CEO @ Kraftful) Building Great Companies through Community-Led Growth (Lloyed Lobo, Author "From Grassroots to Greatness") Nailing your Brand Marketing by Embracing your Zone of Genius (Orly Zeewy, Brand Strategy Consultant & Author "Ready, Launch, Brand") Helping Superhero Startup Founders Stay Away from their Kryptonite (Richard Blundell, Founder @ Vencha & Co-author "The Go To Market Handbook for B2B SaaS Leaders") Upping Your Odds of BEATING the LinkedIn Algorithm (Ivana Todorovic, CEO @ AuthoredUp) Jeremy Kirouac's Hot Take - Founders Need Product Management Training (Jeremy Kirouac, Fractional Product Leader)
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    1 hr and 2 mins
  • Jas Shah's Hot Take - Product Management isn't as Glamorous as People Think (with Jas Shah, Fintech Product Consultant)

    Jas Shah's Hot Take - Product Management isn't as Glamorous as People Think (with Jas Shah, Fintech Product Consultant)
    Oct 27 2024

    Jas Shah is a fintech product consultant based in London who helps small startups and management services organizations build winning products, whilst keeping his pulse on the fintech scene.

    His hot take? That product management is one of the least glamorous functions in an organisation. It's often portrayed as a sexy role where you're the "CEO of the product" with autonomy and responsibility, but for most product managers, the role is arduous and grating, involving invisible work like coordinating between teams, dealing with competing interests, and working with less authority than expected.

    Find Jas on LinkedIn or check out his newsletter, Fintech R&R.

    If you'd like to appear on Hot Takes, please grab a time!

    Related episodes you should like:
    • Survive the Feature Factory by Applying Product Thinking to Product Thinking (John Cutler, Product Evangelist & Coach @ Amplitude)
    • John Cutler's Hot Take - The Instagram-ification of Product Management is Driving us Crazy (John Cutler, Product Educator & Author @ The Beautiful Mess)
    • The Five Dysfunctions of Product Management Teams (Saeed Khan, Founder @ Transformation Labs)
    • Practice Makes Perfect: Embracing the Messy Reality of Product Management (Matt LeMay, Product Management Consultant & Author "Product Management in Practice")
    • Applying Product Management Principles to Life (Miloš Belčević, Author "Build Your Way")
    • Dean Peters' Hot Take - There's More to be Said About the Instagram-ification of Product Management (Dean Peters, Principal Consultant & Trainer @ Productside)
    • May Wong's Hot Take - Product Management is a Team Sport (May Wong, Product Operations Consultant & Coach)
    • Chris Butler's Hot Take - Product Managers DON'T Need to be Technical (Chris Butler, Staff Product Operations Manager @ GitHub)
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    18 mins
  • Victoria Sakal's Hot Take - You're Either Paying the Research Tax or the Stupid Tax (with Victoria Sakal, Growth, Strategy, & Research Leader)

    Victoria Sakal's Hot Take - You're Either Paying the Research Tax or the Stupid Tax (with Victoria Sakal, Growth, Strategy, & Research Leader)
    Oct 20 2024

    Victoria Sakal is a growth and go-to-market expert who loves to turn customer, market and competitor insight in product, brand and business growth strategies.

    Her hot take? That companies are either paying the "research tax" - spending too much time and money on research and never making a move - or the "stupid tax" - making decisions based purely on gut feel and no evidence. Both of these taxes can get your organisation in trouble, and the best path is to strike the right balance of speed and quality.

    Find Victoria on LinkedIn.

    If you'd like to appear on Hot Takes, please grab a time!

    Related episodes you should like:
    • Standing up for User Research... and User Researchers (Debbie Levitt, CXO @ DeltaCX and Author "Customers Know You Suck")
    • Getting into the Habit of Continuous Discovery (Teresa Torres, Author "Continuous Discovery Habits")
    • Making Sure You Make an Impact through User Research (Steve Portigal, User Research Consultant & Author "Interviewing Users")
    • Product Leadership Principles for Tumultuous Times (Giff Constable, Author "Talking with Humans" & "Testing with Humans")
    • How to Deploy Empathy to Truly Understand User Needs (Michele Hansen, Author "Deploy Empathy")
    • Chinese Startup Culture & Putting the Minimum into MVP (Carlos Lastres, Creative & Marketing Director @ Kaiyan Medical)
    • Reducing Waste by Only Spending Time on Really Good Ideas (Julia Shalet, Author "The Really Good Idea Test")
    • Retail Product Management in a Global Pandemic (Rhiana Matthew, Senior Product Manager @ Publicis Sapient)
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    22 mins

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