Victor Lacombe

How often should you schedule user interviews ? There is no perfect answer, but as described by Teresa Torres, having a target of 1 interview per week is a very good target. Here are some of the tricks I use to talk to users as often as possible: - 📤 cold emailing with precise topics and rewards : clearly describe in your email what you want to talk about, how much time it will take, and also what you will offer to your users in return (their time is as valuable as yours) - 📅 Link to calendly directly in your app : any user who wants to talk with your Product team should be able to schedule a meeting thanks to a button within the app - 🙌 Leverage power users through community : having a community of ambassadors, recruited among your power users, can be also a very good way to talk to users whenever you feel the need, or to confirm any assumption you’re not sure about And you ? How often do you meet users, and what are your best practices to keep that pace ? --- My name is Laurent Perotin, and I will post every week day at 10am one of my thoughts about Product Management. Don’t hesitate to follow if you’re interested ! And if you want to discuss about PM stuff, don’t hesitate to contact me as well 😊

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Dear network, practicing what we preach... we're looking for your inputs! 📣 How do you work on pricing? Answer this quick survey and help us making our Pricing Clinics even better! Your help with this would be just... priceless!!

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French 🇫🇷 people are culturally wired to be great product managers. Why is that? Because French people say No 👎. Often. (Did I hear "too much"?) Jokes aside, defining #priorities is defining what you should be doing, but more than anything, what you should NOT be doing. For 1 Yes, there should be 10 No. And it's hard. I'm guilty myself of not saying "No" enough. I want to be nice to my customers, the sales team, the support team. I want to act as a team player, and it's so much easier to say Yes! So how do you rephrase your No to make it better accepted? - Highlight the Focus 🎯: Explain what you will be focusing on instead, and how that will move the needle. This help shift the conversation to what’s being gained rather than what’s being declined. - Empathize and Offer Alternatives 🫴: Acknowledge the problem or request and explore alternative solutions within the limits of your product—or even outside of it. This shows you’re still committed to solving the issue, even if not in the originally proposed way. What strategies do you use to say No effectively without burning bridges? #productmanagement #prioritization #productdevelopment #leadership #PMtips #Frenchpeoplerock

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Are you a product manager who is ready to do the most meaningful work of your career ? At Virta we've reversed diabetes (yes it can be reversed), through nutrition, without drugs, for 10,000s of people. Along the way we've helped even more recover from obesity (hello sustainable drug free weight loss) We're hiring for a Senior PM for Platform. You're the kind of person who can help teams build powerful and extensible engines that power --- everything, ensuring we design for tomorrow, while building (lean startup style) for today. You're also excited by the opportunity to improve our coach and care team tools, and know how to put Machine Learning and AI to work. You've honed your craft and are ready to put your talents to work in a way you'll be proud to tell your family and friends. The technology you build will change 10,000s of lives next year. But what excites you most is that with over 1B people in the world needing improved metabolic health --- this is just day 1. PS ... you're going to love the people you work with. If this isn't you --- but you want to change the world --- still reach out. We're hiring all the time and there's a "when, not if" to us needing you too. https://lnkd.in/gDbBs-jx #diabetes #glp1 #obesity

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From Product Talk: Product in Practice: Bringing the Discovery Habits to WebMD The larger and more complex your company is, the more challenging it can be to introduce continuous discovery. For this Product in Practice, we caught up with Sandrine Veillet, VP of Global Product at WebMD. Sandrine shares her multi-step, methodical approach to rolling out continuous discovery, including some of the major challenges she’s encountered along the way. Read more: https://buff.ly/4dgoXQY ❓ What challenges have you encountered while trying to introduce continuous discovery practices in your organization, and how have you addressed them? #prodmgmt #ux #engineering

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Just did a cool experiment with a friend. Here's what we learned: I was in Valencia, melting in the heat, while 👨‍🔬 Romain Quilliot was dealing with Olympic crowds in Paris. We walked, talked and shared about the pains of remote meetings - all while covering 6km in 70 minutes. Our goal: explore how to convert some seated meetings into something more dynamic. Today, we put that to the test 🔥 What we noticed: • Communication felt more direct • We seemed more focused on problem-solving • There were fewer distractions (no screens) • Ideas flowed quite naturally An unexpected bonus: I discovered a new homemade pasta place in my neighbourhood 🇮🇹 We used Fireflies.ai for note-taking, which allowed us to concentrate on our conversation. Were we more creative? Hard to say definitively but the meeting certainly felt different from our usual video calls. We both felt more energized at the end. This experiment suggests that some meetings could benefit from a more active format. Something that combines productivity with well-being. Who else has tried walking meetings? What was your experience? Let's reimagine how we work - one step at a time 👣

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What's THE best SaaS metric to follow user engagement ? 🤔 👉I can understand the best option will depend on each use case and objective. And a great inspiration for that is Equals' SaaS metrics guide which I highly receommend to check ! ➡️ https://lnkd.in/ewZK8Bei BUT what 𝗳𝗶𝗿𝘀𝘁 𝗽𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲 can help find a metric that best fits our use case ? 👉We are developping an AI coach that guides startups' teams to maximise their growth efficiency. Daily usage means people express their best self, which turns into optimum performance for the startup. Maybe we could use 𝙨𝙩𝙞𝙘𝙠𝙞𝙣𝙚𝙨𝙨 (DAUY/MAU) or Equals' 𝘼3𝙭7 (https://lnkd.in/eDJ3GE8N) BUT how to go 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗲 and develop a metric that specifically fit our use case ? Bobby, Ben ? 🙏 Ideas and comments welcomed ! Thanks ! #AI #saas #metrics #performance

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This month isn't over yet, and we've already are 30% above target! We've achieved double the revenue compared to last month. Here’s what changed and how we made it happen: 1️⃣ OUR ORG In the last months, we welcomed three new founding members to our GTM team: 2️⃣ OUR POSITIONING We've sharpened our mission statement: Helping B2B companies convert more key accounts with 1:1 personalization at scale. To support this, we launched our new brand and website, aligning our identity with our ambition to be the solution of choice building also more trust within our ICP 3️⃣ OUR APPROACH We revamped our sales process with key changes: 1. No more trials 2. Refined our ICP to focus solely on them 3. Avoiding showing the product at discovery 4. Rapidly qualified/disqualified leads 5. Dropped personalised touches (like cookies) at every warm opportunity 6. Built a Business Value Map for deals over £15K 7. Created a clear ROI calculator for each client, defining the % increase in penetration rate within key accounts 8. Established a close SMS relationship with champions post-demo Sent product updates to all stakeholders throughout the deal to highlight our rapid development 9. Increased our social media presence 10. Dedicated time to nurturing dormant and ongoing deals with personalised 1:1 content We're also 'drinking our own champagne' by using our product extensively, along with Clay and Outreach. WHAT’S NEXT? - Sharing more insights about our wins and losses - Co-creating content with ABM leaders and GTM stars (DM me if interested!) - Hiring more for our GTM team: CS Lead, SDR, AE As mid-summer approaches and many prospects take time off, the team here at Userled remains fully engaged. We have a few slots available for those interested in converting more key accounts with 1:1 personalization at scale. Below is an example of Business value map, comment 'BVM' and I'll send you the PPT format you can edit:

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📒 Insights from Tanguy Crusson on Building from 0 to 1 at Atlassian | Key Learnings from Lenny Rachitsky's Podcast : - Challenge Assumptions: Don't rely on past successes; validate assumptions rigorously. For instance, when Apple launched the iPhone, they didn't assume success based on their previous products but thoroughly tested the market for smartphones. - Embrace Startup Hunger: Create a sense of urgency and resourcefulness. Google's approach with their X projects exemplifies this by fostering a startup-like environment within a large corporation to explore new ideas. - Prepare for Failure: Understand that most new products fail. Amazon's philosophy of testing small and scaling fast reflects this approach, ensuring minimal investment until viability is proven. - Reframe Success Metrics: Measure success differently for new ventures. Tesla focuses on innovation and consumer excitement rather than immediate profitability when launching new vehicle models. - Structured Launch Approach: Use a phased approach like Atlassian's, starting with market validation and ending with measurable impact, akin to how Airbnb validated their market by offering space on air mattresses before scaling. - Highlight Urgency: Clearly articulate the "Why Now" factor, as Netflix did when they shifted from DVDs to streaming, anticipating market trends and consumer preferences before others. 💡 These principles ensure strategic alignment and agility in adapting to market dynamics, looking forward to more such examples in the comment section. #productgrowth #learnings

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Ever noticed how product roadmap talks can get intense? They go something like this: 𝗩𝗣 𝗦𝗮𝗹𝗲𝘀: “Without this new feature, we will lose deals.” 𝗩𝗣 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀: “Without this product improvement, customers will churn.” 𝗩𝗣 𝗥&𝗗: “Without this infrastructure upgrade, our system will break” I too need to constantly remind myself: just because you 𝗖𝗔𝗡 build something doesn’t mean you 𝗦𝗛𝗢𝗨𝗟𝗗. In these discussions, I go back to these principles: 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗶𝘀 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗱𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻: Will this new feature/improvement impact our distribution and GTM? If so, how? 𝗣𝗮𝗶𝗻 𝘃𝘀. 𝗣𝗿𝗼𝗺𝗶𝘀𝗲: Does it solve an existing pain or create a new opportunity? If a pain, how do we know it actually is? Is there a cheaper/faster way to validate before committing R&D resources? Do we have any data on this? 𝗕𝗶𝗴𝗴𝗲𝘀𝘁 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 (𝘁𝗵𝗲 𝟴𝟬𝟬-𝗽𝗼𝘂𝗻𝗱 𝗴𝗼𝗿𝗶𝗹𝗹𝗮 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻): What’s our company’s biggest obstacle for success in the next 6-12 months?Is it churn? prioritize capabilities that impact that. If GTM, focus on product aspects that accelerate distribution. If we expect scaling issues, prioritize infrastructure. 𝗢𝘃𝗲𝗿-𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀: Constantly communicate to all stakeholders WHY we’re prioritizing one aspect to another. Don’t assume everyone sees the same picture and don't assume that your picture is the correct one. Bring data to backup your claims. 𝗙𝗶𝗻𝗮𝗹 𝗻𝗼𝘁𝗲/𝗿𝗮𝗻𝘁: If you're unclear on the reasoning behind product roadmap priorities, challenge leadership and seek answers. If they don't welcome tough questions or value meaningful discussions, it might be time to rethink your place. Your time is too f%$!ing precious for blind obedience—we have AI for that... for now, at least.

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𝐔𝐧𝐩𝐨𝐩𝐮𝐥𝐚𝐫 𝐨𝐩𝐢𝐧𝐢𝐨𝐧: Product teams never understood what MVP (Minimum Viable Product) meant. How many times has it happened? You did everything by the book: interviewing users, looking at data, picking the "must-have" functionalities, and creating a clear story, but there were no learnings from the shipped MVP. My only question is: would you drive or buy a car without bodywork? Four wheels, an engine, and a steering wheel don't make it a good MVP. Instead, switch to this concept: 𝐌𝐢𝐧𝐢𝐦𝐮𝐦 𝐋𝐨𝐯𝐚𝐛𝐥𝐞 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 (𝐌𝐋𝐏). As a product team, we should always be focused on the users. What's the minimum required to ensure a few users love our product? Delighting your users shouldn't be underestimated. Do not build something you wouldn't use, even if it works.

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This post has been incredibly hard to make public with taboos around therapy and asking for help, but here goes 😬: Over the years we have spent a fair amount of money on "lessons learned" aka mistakes. Any startup that says they haven't is, well, lying. One thing that we started at REVKIT a couple months ago was working with startup coach Eric Marcoullier. I can tell you with zero hesitation, that this is some of the best money we have ever spent. Period. Bringing in an outside POV wasn't something we took lightly. We spoke to Eric no less than 5 hours combined before we were confident what he was going to bring to the table was going to be the best thing for REVKIT. For less than the cost of most businesses' monthly coffee budget, we are getting decades of experience weighing in weekly on everyday topics at REVKIT. These are NOT therapy sessions (although that's an option he offers, too 😏), these are real, actionable "suggestions" to short-term and long-term goals we have at REVKIT. Week 1 literally changed the way we run operations internally and things have only progressed from there. Sometimes they are things that we already know and need someone to react with complete candor (gloves off, baby! 🥊), but many other times it is a completely new way of thinking about problems from someone who has a wealth of different experience than us to back it up. This isn't a paid (or unpaid as it were) advertisement for Eric's services, but he is the only experience we have with a coach. The point I'm trying to make is that working with "a" coach has been measurably and unmeasurably beneficial for my business and I imagine it could do the same for yours. 😮‍💨

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One of the principles I like at PayFit France is that it's ok, and even encouraged, to ask for help. I think it's important that leaders in a company make this clear and don't promote a culture where asking for help is seen as a weakness... which leads to some crazy dysfunctions. But there's a flip side: as engineers and architects, sometimes we have the knowledge and expertise to solve problems ourselves, even if it feels outside of what we normally work on. It usually doesn't hurt to spend a bit of time analysing a problem and putting solution ideas together. If it's taking too long, then ask for help. And to be fair to PayFit, they actually encourage spending some time trying to solve a problem yourself before asking for help. I think the balance is right. In general, it's not black and white though: sometimes we should raise a problem without needing to propose a solution, but equally sometimes we should take the initiative and be bold.

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🔥 ROI worksheet – v1 is out! Leave a comment if you'd like to test it out (details below) Dominik, Przemysław and Paweł - many thanks to you for preparing this resource for everyone struggling with estimating results from loyalty projects! IMO the game-changer lies in the industry-specific attributes (Member vs. Non-Member ratio, Customer Base increase, etc.) you added to the prediction sheet. The historically proven parameters for industries like beauty, fashion, food, etc., making the forecast much more accurate. Would you like to get this worksheet? Just add a comment saying "ROI" or anything 😉 In next step, I or someone from my team will get back to you with the resource 🙌

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🚀 Exciting News from My Journey with DataSnack! 🌟 It's been a whirlwind couple of months since we launched DataSnack, initially marrying open source data with AI to make business intelligence more accessible and affordable for small and medium-sized businesses. The journey has been nothing short of enlightening. Throughout the process, two major feedback themes emerged consistently: 1. Businesses emphasized the importance of understanding their customers' precise thoughts and preferences, not just general web sentiment. 2. They sought specific, actionable insights tailored to their unique products and services. 🔥 Lightbulb Moment! 🔥 This feedback was pivotal. This feedback prompted us to pivot DataSnack toward a crucial need—providing authentic customer insights, particularly for retailers. DataSnack has been reborn as a platform that utilizes AI to craft gamified surveys and immersive narrative adventures tailored specifically to clients' brands, revolutionizing the feedback process to be both engaging and truly informative. We're tackling the challenge of revitalizing the somewhat stale world of online surveys. Our approach now combines in-depth analysis of both client and competitor data to generate engaging, AI-driven survey experiences. This allows customers to provide feedback in a narrative "choose your own adventure" style, making the process fun and deeply insightful. They can voice their preferences on everything from design tweaks to new features they desire. 📈 Each interaction ultimately provides the type of insights we've gathered from listening to our previous users—such as authentic feedback on new product designs and what competitor products customers like. You can check out a sample survey below: https://lnkd.in/dVk6D5uM Though we are still in the early stages, the potential to transform how businesses engage with and learn from their customers is incredible. I'm reaching out to my network, particularly those in retail, to collaborate on creating some surveys together. Let’s create surveys that not only gather data but also enhance customer engagement and provide the insights you truly need. I’m excited to continue this journey and even more excited to possibly collaborate with many of you! Let’s chat! 🚀📊 #businessintelligence #surveys #AI #retail #customerinsights #productdevelopment

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Learn how to fine-tune your product to meet market demands with strategic customer conversations and data-driven feedback mechanisms 👇 ➡ 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗲𝗲: Brian Long, CEO & Co-Founder at Attentive 🔌 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗲𝗿: Nick Moran, General Partner at New Stack Ventures and Nate Pierotti, Principal at New Stack Ventures ✏ “The Playbook to Finding Product-Market Fit, When Founders Should Begin to Scale, and Lessons from Building Attentive” ⭐ 𝗦𝗮𝘃𝗲 𝘁𝗶𝗺𝗲 𝗯𝘆 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝘁𝗼 𝗮 𝘁𝗿𝗲𝗺𝗲𝗻𝗱𝗼𝘂𝘀 𝗮𝗺𝗼𝘂𝗻𝘁 𝗼𝗳 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀: 💬 "I think that what we got right were two things. One, I think that we talked to a tremendous amount of customers, before we started building things. So we learned to hear their problems, hear their issues, and then start building and assaulting those, you know, rather than kind of just jumping right into build-build-build, so that saved us a lot of time." ⭐ 𝗚𝗲𝘁 𝗾𝘂𝗮𝗻𝘁𝗶𝘁𝗮𝘁𝗶𝘃𝗲 𝘀𝗰𝗼𝗿𝗲𝘀 𝗳𝗿𝗼𝗺 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗾𝘂𝗮𝗹𝗶𝘁𝗮𝘁𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸, 𝘁𝗼 𝗼𝘃𝗲𝗿𝗰𝗼𝗺𝗲 𝗽𝗼𝗹𝗶𝘁𝗲𝗻𝗲𝘀𝘀 𝗯𝗶𝗮𝘀: 💬 "I think you're also looking at things like NPS, you know… because if that number starts dropping, it's often because you're no longer solving the problem." ⭐ 𝗧𝗮𝗸𝗲 𝗮 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝘃𝗶𝗲𝘄 𝗮𝗻𝗱 𝗵𝗮𝘃𝗲 𝗮 𝘁𝗵𝗲𝘀𝗶𝘀 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲 𝗺𝗮𝗿𝗸𝗲𝘁 𝗶𝘀 𝗴𝗼𝗶𝗻𝗴 𝘄𝗵𝗲𝗻 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆: 💬 "I think that we've taken an even longer term focus. We know what can be big. And we know it's dangerous to start getting an ego to think you can do things because it's always very hard. You've always got to think towards taking a longer term view, having a thesis around that view, and then understand how the pieces can come together for success." ───── 👉 Follow me, Alexander Small, for tactics and strategies for building startups from industry-leading Founders, Operators and Investors

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𝗧𝗮𝗸𝗶𝗻𝗴 𝗼𝘂𝗿 Linear 𝗶𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻 𝘁𝗼 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝗹𝗲𝘃𝗲𝗹! 🚀 🆕 We just launched an extension of our Linear Integration. Now, you can not only create Linear issues based on All Quiet incidents, but it also works the other way around. 😌 Automatically create All Quiet incidents based on specific types of Linear issues, e.g. for issues in "Triage" status with "Urgent" priority. As soon as such an issue is created in Linear, we will create an incident and alert the respective on-call members of your team. ⌚️ Don't lose time. Alert the right person at the right time. With Linear and All Quiet. 🔁 Of course, our synchronization feature works for these kinds of incidents, too. Simply manage both, the Linear issue and the related All Quiet incident, from one single place. Here's how it works: https://lnkd.in/dTfs7x8n

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We usually say that 5 user interviews can be enough to validate an assumption ✅. But sometimes, you have the feeling it is not enough to start development, and spend weeks (or sometimes months) of engineering time ? Multiple tools or techniques exist to help you validate if your idea would work at scale. One of them is the 😶‍🌫️ Smoke Test 😶‍🌫️. Smoke test consists in pretending that a product does exist whereas it does not ❌. You can then send 📤 marketing campaigns or create entry points directly within your product, which all redirect users towards a landing page. Users can then register to be the very first ones using this product as soon as it is available. With such tool, you can easily lower your risk at minimum cost 💸, and measure the 😋 appetite of your users for your next idea. I personally used it once, and it was extremely efficient !

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I recently gave a talk at the La Product Conf Paris with Julien Bizet, Head of Experimentation at Fnac Darty, about the "top five reasons" why product teams avoid experimentation. I asked Product Leaders to rank these reasons from most to least accurate, and the top reason mentioned was: "It will slow down my delivery." To all product leaders: if you truly care about the impact of the features your product teams releases to your customers, you should see experimentation as an essential skill set for any Product Manager today, not just a nice-to-have. By experimentation, I mean not only A/B testing but also everything we do to ensure the successful release of new features and enhancements for our users. Think of experimentation as a comprehensive product methodology that includes feature flagging, progressive rollout, and targeted delivery methods. So, how do you get started with it? In this article, I share a few pieces of advice for Product Managers. Let me know your thoughts! #abtesting #experimentation #product #featureflag

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