Product Management Consulting

Plenty of teams can build. Far fewer have someone whose job is deciding what is worth building, and saying no to the rest. That gap is what this is for.

It suits companies that are not ready to hire a full-time product manager but are already paying the cost of not having one.

Symptoms This Addresses

• Every feature is urgent, and the roadmap changes after each customer call.
• The team ships consistently, but nobody can point at what improved.
• Requirements arrive as solutions ("add a dashboard") rather than problems.
• Estimates are always wrong in the same direction, and nobody has asked why.
• The backlog has three hundred items and everyone has stopped reading it.

What the Work Actually Is

Mostly it is translation and refusal. Translating what customers say into what they actually need, translating that into work a developer can pick up, and refusing the requests that do not survive the question "what happens if we do not build this".

In practice that means running the prioritisation conversation, keeping the scope document current, writing requirements that describe problems rather than dictating solutions, and making sure someone checks afterwards whether the thing worked.

On Prioritisation Frameworks

RICE, MoSCoW and the rest are useful as conversation structures and misleading as arithmetic. Scoring a guess does not make it evidence. We use them to force the discussion about relative value — then decide, rather than letting the spreadsheet decide, because the inputs were opinions to begin with.

Engagement Shapes

Review: a fixed piece of work looking at your backlog, roadmap and process, ending in written recommendations.

Fractional: a recurring commitment where we run prioritisation with your team on an ongoing basis.

Embedded: for teams where we are also building, the product function comes as part of delivery.

Related: product planning if you need the initial scope defined, and growing online if the problem is distribution rather than product.