Product-Manager-Skills

Write an Amazon-style press release that defines customer value before building. Use when aligning stakeholders on a new product, feature, or strategic bet.

Build a structured PRD that connects problem, users, solution, and success criteria. Use when turning discovery notes into an engineering-ready document for a major initiative.

Run a positioning workshop that surfaces target customer, unmet need, category, benefits, and differentiation. Use when your product messaging feels fuzzy, generic, or misaligned.

Create a Geoffrey Moore-style positioning statement. Use when clarifying who you serve, what problem you solve, your category, and why you're different from alternatives.

Read an industry's structure through Porter's Five Forces with documented signals per rating, ending at the profit pool. Use when weighing market entry or when margins erode and nobody can say why.

Define a Proof of Life probe to test a risky hypothesis cheaply. Use when you need harsh truth before building real product.

Select the right Proof of Life (PoL) probe based on hypothesis, risk, and resources. Use this to match the validation method to the real learning goal, not tooling comfort.

Design a new PM skill through guided conversation. Use when you have raw content or an idea and want to shape it into a compliant skill.

Quarterly re-scan of a prior PESTEL analysis. Use when checking which macro factors moved, which assumptions broke, and what's new — turning PESTEL from a workshop artifact into a radar.

Analyze political, economic, social, technological, environmental, and legal forces. Use when external market shifts could materially affect a product, roadmap, or strategy.

Identify which organic growth path to pursue — new segments, geographies, channels, or products. Use when diagnosing where a growth constraint lives and which McKinsey growth level to act on next.

Build an Opportunity Solution Tree from outcomes to opportunities, solutions, and tests. Use when a stakeholder request needs problem framing before you decide what to build.

Map a market's segments, players, substitutes, and whitespace with cited evidence. Use when entering or re-evaluating a market before sizing, positioning, or picking competitors to study.

Guide teams through Lean UX Canvas v2. Use when framing a business problem, surfacing assumptions, and defining what to learn next.

Uncover customer jobs, pains, and gains in a structured JTBD format. Use when clarifying unmet needs, repositioning a product, or improving discovery and messaging.

Run competitive research like an intelligence agency: eight collection disciplines (OSINT to MASINT), signal-to-inference chains, and fusion. Use when one-source research isn't enough.

Triage a competitive or market question into the right intelligence disciplines, cadence, and executing skill. Use when you know something needs researching but not which channel to run.

Decode an incoming message into a structured breakdown that separates the literal ask from the job-to-be-done. Use before replying to a loaded Slack ping, email, mandate, or escalation.

Look up SaaS finance metrics, formulas, and benchmarks fast. Use when you need a quick metric definition, formula, or benchmark during analysis.

Evaluate pricing changes using ARPU, conversion, churn risk, NRR, and payback. Use when deciding whether a pricing move should ship.

Evaluate feature investments using revenue impact, cost structure, ROI, and strategy. Use when deciding whether a feature deserves investment.

Plan a VP or CPO 30-60-90 day diagnostic onboarding path. Use when entering a new executive product role and avoiding premature change.

Frame an epic as a testable hypothesis with target user, expected outcome, and validation method. Use when defining a major initiative before roadmap, discovery, or delivery planning.

Break down epics into user stories with Humanizing Work split patterns. Use when a backlog item is too large to estimate, sequence, or deliver safely.

Write a clear, empathetic EOL announcement with rationale, customer impact, and next steps. Use when retiring a product, feature, or plan without creating avoidable confusion.