Tag Archives: Product Innovator Series

Matt Sornson, Head of Growth at Clearbit, on Personalizing User Onboarding

This is a guest post in our Product Innovator Series from Matt Sornson, Head of Growth Marketing at Clearbit.

A decade ago, using any data at all to make your product better was huge. If you were lead scoring, sending behaviorally-triggered messages or even doing the heavy lifting to find inflection moments in your product, you were probably doing more than enough to give you one-up on your competition.

Today, many of those basic techniques have become table stakes. You can A/B test your emails without a whole lot of heavy lifting on the back-end. You can pretty easily score your leads. It’s not enough to just do it anymore.

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Airtable’s Chief Product Officer on Building Products that Amplify Our Creative Potential

We’re thrilled to feature this guest post from Andrew Ofstad, Chief Product Officer at Airtable.

Humans are preternaturally skilled at amplifying their inherent abilities through tools. We chisel rocks, we ride bicycles, we use computers.

Most products out there today, however, aren’t working to expand or amplify the range of our abilities or creative potential. They’re providing convenience. They’re allowing you to do the same things you were doing before with greater ease: Continue reading

bridge representing the product and marketing divide

Bridging the Product/Marketing Divide

This is a guest post from Suneet Bhatt, the former Chief Growth Officer at HelpScout and VP of Marketing at Chartbeat.

When Charles Dickens penned the introduction to A Tale of Two Cities, he did not know he was also describing the relationship between Product and Marketing at nearly every startup I’ve come across…

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product development process like mountain climbing

The Product Development Process at Wistia and Why it Resembles a Mountain-Climbing Team

Maintaining your agility while simultaneously making the product development process predictable is one of the biggest challenges any product leader faces.

It was about a year ago that we realized:

  • we were failing at this, and
  • our laissez-faire, do-what-you-will take on project management was the culprit.

This was hard for us to accept because our lack of rigid project management was exactly what had allowed us to build a great product in the first place. As time went on and both our team and product grew, the project management philosophy that once propelled us ahead had begun to slow us down.

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