Startups don’t starve, they drown. I first heard those words in 2010 at the Startup Lessons Learned conference. When I realised what causes drowning for founders like myself, I started exploring…
The Product space is still evolving super fast – whether you're a founder or a PM, you need to keep learning yourself for your product to grow faster than your competition.
Below are my favourite nuggets from 2017 – resources and blog posts that I found myself sharing regularly with teams, founders and PMs that are working with me. And while they have been written in 2017, they are equally relevant to building better products and growing faster in 2018.
What a year!
The past 2 years, since I left Atlassian, have been extremely fulfilling. I don't count the number of workshops on Agile, analytics and product strategies, because what matters is progress. And some of the people and companies that chose to work with me have made incredible progress in 2017.
I couldn't be more grateful for the trust and hard work of the people who have engaged me, but looking back made me think about how I can help more companies this year. To practice what I preach, I will try to "10x" my impact in 2018: My mission this year is to teach 500 product people and help 100 companies to build better products and grow faster.
I love creating new products. I am also passionate about helping other companies succeed with new products. As a result, I moved from being a startup founder to being a Senior Product Manager at a large organisation (Atlassian, as part of the JIRA team) and back to a startup founder and mentor to other entrepreneurs. While there is “product management” involved in all of those roles, the transition from founder to “Product Manager” in a large organisation has lots of hurdles, and not every product-focused founder will be a great PM in any organisation.
At USD 425 million, Trello is Atlassian’s biggest acquisition yet — that number represents 7.7% of their total market capitalisation, and looking at the last reports of their cash assets (USD 266 million on 30 September 2016), it’s probably fair to say that the USD 360 million cash component almost broke the bank. The earnings call on 19 January 2017 should be pretty interesting, but shareholders seem to be positive about it.
The question is, why would Atlassian spend that much money on a product that is in some ways very similar to the ones they already have? After all, Trello helps teams manage tasks in a visual way, but JIRA already has 2 types of boards that not only do the same, but are vastly more sophisticated in terms of functionality and the underlying technology.