I set out a few years ago to create a model for steering my storytelling. Something that I could use to ensure I was being inclusive, effective, and comprehensive whenever I set out a narrative. I’ve used it on every project since.

I use this toolkit to assess Product Managers’ strengths - and potential - in a number of areas. This helps me benchmark, share my view of “what good looks like”, and create longer term development pathways for team members.

I created this step-by-step outline of the optimal strategy day for senior leadership teams looking to drive product-led transformation. I have used it with clients around the world.

I’ve spent the last 10 years refining the product methodology I work to with Product teams. The result is Circle Square Triangle, designed specifically for growth and scale.

Whatever direction you’re leading in, the importance of making strong targeted decisions en-route is critical. I believe in the power of strategic focus and use this pathway tool to plan.

Years ago I wanted to define and regularise a way of pragmatically assessing an existing technology product’s strengths overall. The resulting blueprint, PSS, is an all-in-one scoring system for CPOs.

Since 2017, I’ve used The Red Heptagon Challenge (and its accompanying marking notes) to codify and structure the process of hiring high performing Product and Product Marketing talent.

M&A brings product strength in to focus, naturally. I use this decision making matrix to help make rational decisions about what fits, what doesn’t work, and what could provide an opportunity.

Who owns go-to-market (GTM) and how should collaboration cross-function work? I use this framework to bring together the three primary stakeholders as I see them - the CPO, the CRO, and the CMO - with a standardised methodology.

Part of my ‘Simplified’ series of resources, this framework helps Product leaders coach their team members on gathering and defining product requirements.

Part of my ‘Simplified’ series of resources, this framework helps Product Marketing and GTM leaders compare their products to competitors’ in-market.