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“We achieved product/market fit for our mobile e-commerce marketplace → Our target market is global retail worth >$20 trillion → We can build a huge business.” There is a problem with this way of thinking.

Strange how U.S. monthly sales for Uber and Lyft still haven’t recovered post-pandemic.

Facebook was all set to turn into TikTok. Until it decided not to.

Years later, Facebook changed its mind. But it was too late and they missed the opportunity. What went wrong?

What is value? Most people have only a fuzzy idea of what it is.

Yet the concept of value is critical to product management.

There are many benefits to having a good data culture.

Better prioritization, better product decisions, and plenty more.

But there is another upside that doesn’t get talked about enough.

Strategic decisions require going beyond the data.

Over the last 15 years, a whole generation of app-focused PMs has emerged.

Their thinking is deeply wired into how to build and grow mobile apps.

Building mobile interfaces, optimizing onboarding flows, testing different versions of paywall screens, using paid ads, leveraging ASO. All that stuff.

Find underserved segment in the market → achieve product/market fit → but no product/channel fit → no growth → dead end.

That is the “dead zone trap”. Here is how teams get into it and how to get out of it.

The first version of a product doesn’t have to be perfect.

But the first users should still have a great experience.

Here’s why.

There is no such thing as “organic” users.

Businesses are willing to spend lots of money on traffic attribution and paid channel analytics.

But almost nobody cares about “organic” users. As if they naturally come to your product all by themselves. Nope!

Dating apps have more in common with nightclubs than with other tech products.

How so?