This is a step-by-step guide on how to structure a company to support product-led growth. It starts by talking about the frameworks to put in place and then breaks down what the product team should focus on.

Be Stubborn on Vision & Flexible On The Details

I’m going to make a bold statement:

If your business is not making data-driven and product-led decisions, chances are you won’t be making decisions at all in the long run.

Why won’t non data and non product-led businesses be around? Because as a business:

  • You are most likely guessing or making uninformed decisions on what you should be doing or focusing on
  • There is probably little or no strategy in place
  • You won’t know how or when to respond to changes in market conditions
  • There isn’t alignment within the organisation
  • It is hard to see momentum
  • The outside world won’t…

In most companies, products are made and enhanced by executives making decisions or the sales team committing to a new feature. Then the development team is tasked with building the solution. The result is no product management takes place and although the solution might technically work, it doesn’t achieve a positive outcome for the end user. Naturally changes then need to be made to improve the feature or solution. But instead of explaining how product management works or how to prioritize features using BRICE, I want to break down the financial impact of not having product management in place.


Let’s face it, most companies are not product-led. They might use technology and agile methodologies, but they don’t have a true product management function. A large part of this is because 1) it is hard to make changes in established businesses and 2) leaders don’t understand the value. In this article I’ll quickly summarize what product-led means and then provide an analogy you can use to explain the difference between what you most likely have now and the benefits that being product-led can provide.

What Does Prodct-Led Mean?

Melissa Perri did a great job of explaining what product-led means in her book Escaping The…

One of a product managers main responsibilities is the prioritization of features/functionality to ensure successful product outcomes. There are several frameworks for doing this such as ICE and RICE, but in my opinion they all fall short because, perhaps intentionally, they don’t factor in the importance of a feature/function to the business/stakeholders, which is why I created BRICE Scoring.

Before I introduce the B in BRICE, I’ll first quickly explain the standard RICE framework just in case you’re not familiar with it.

RICE Scoring is a well known product management tool that can be used as a prioritization framework, which…

As a product leader and entrepreneur hearing new ideas, learning new methodologies/frameworks, and pondering perspectives is critical for me to stay at the top of my game. In 2020, like most years, I read (and in some cases reread) a lot of books on business, product management, entrepreneurship, and biographies on leaders/businesses. Here is my list of the best books I read in 2020 that product managers and leaders of product lead organizations can benefit from (not in order).

1. Good to Great: Why Some Companies Make the Leap and Others Don’t

Jim Colin’s does an amazing job of identifying what makes great companies great over the long term. There are lots of…

Kasey Kaplan

Kasey Kaplan is a product leader and entrepreneur. He is the Global Head of Product at Cover-More, the founder of KWK Studio, and the co-founder of Urban FT.

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