Planning, sales, accounting, legal, and project management (4K skills)
Draft a privacy policy based on the data your product collects and the regions it serves. Receive a summary, full policy draft, and customization notes that identify clauses requiring review by a privacy lawyer.
Turn a new product idea into a canvas covering nine strategy areas plus costs and revenue. Clarify target customers, value, priorities, and growth, then identify assumptions and simple experiments to test them.
Assess a product or business through SWOT: strengths, weaknesses, opportunities, and threats. Connect internal capabilities with market conditions to develop strategic recommendations, prioritize actions, identify owners, and define measures for tracking progress.
Review a Product Manager resume across ten areas, including measurable achievements, structure, and relevant skills. Get specific editing suggestions drawn from the resume, with optional tailoring to a job posting and guidance for career changers.
Turn a product idea into a Lean Canvas, a nine-part outline of business assumptions. Define customer problems, solutions, value, channels, revenue, costs, and metrics, then identify risky assumptions and suggest experiments to test them.
Develop three to five product vision statements from company and product context. Explore a meaningful, realistic future for customers and the business, then recommend the strongest option with reasons and explain its connection to company values and market opportunities.
Assess an industry's profit potential through Porter's Five Forces: rivalry, supplier and buyer bargaining power, substitutes, and new entrants. Rate each force, identify the most important pressures, and develop strategic responses and competitive positioning options.
Examine feature ideas for existing products to uncover risky assumptions about customer value, usability, business support, and technical feasibility. Consider product, design, and engineering perspectives, then record potential failures, confidence levels, and suggested ways to test each assumption.
Research five direct competitors and compare their features, pricing, strengths, and weaknesses. Use the findings to understand market positions, identify unmet customer needs, and recommend ways to differentiate a product.
Turn a new product idea into a testable hypothesis and two or three simple experiments. Define target customers, expected actions, measurement methods, and success thresholds to assess demand through behavior such as sign-ups, pre-orders, or paid commitments.
Plan low-effort experiments to check assumptions about an existing product before building a feature. Compare prototypes, A/B tests, and other methods, with a clear assumption, procedure, metric, and success threshold for each experiment.
Review a product plan by imagining a failed launch and tracing possible causes. Separate real risks, overblown concerns, and unspoken worries, then define mitigation actions, owners, and deadlines for issues that must be resolved before launch.
Compare nine methods for setting priorities, including RICE and ICE, which score ideas using factors such as impact and confidence. Use formulas, selection guidance, and linked templates to choose an approach for customer problems, initiatives, or requirements.
Choose one North Star Metric, a central measure of customer value, and three to five supporting measures that influence it. Classify the business by how customers use it and assess the proposed metric against seven criteria.
Identify three to five distinct customer groups for a product. Describe their characteristics, goals, problems, and existing alternatives, then assess product fit, market potential, and competition to help compare target audiences and explore opportunities.
Build an Opportunity Solution Tree, a structured map linking one measurable product outcome to customer needs, possible solutions, and experiments. Use research findings to prioritize problems and define hypotheses, metrics, and success thresholds for testing ideas.
Generate improvement ideas for an existing product from product management, design, and engineering perspectives. Produce five ideas per perspective, then select the top five based on goals, potential impact, feasibility, and differentiation, with reasons and assumptions to test.
Run a structured sprint retrospective, a review of a short work cycle, using team feedback and delivery results. Identify shared themes and produce two or three prioritized improvements with owners, deadlines, and measures of success.
Review a product requirements document, roadmap, or strategy by challenging the assumptions it depends on. Rank potential failures by impact, likelihood, and testing cost, then propose small tests, evidence to gather, and criteria for stopping or changing course.
Choose the first customer segment for a product launch by comparing urgent needs, willingness to pay, achievable market share, and referral potential. Get scored recommendations, a priority segment, a 90-day acquisition plan, and expansion options.
Turn a new feature into user stories: short descriptions of what people need and why. Each story includes a design reference and testable acceptance criteria, with scope intended to fit within one sprint.
Identify untested assumptions behind a new product idea across eight areas, including customer value, usability, business viability, technology, ethics, market launch, strategy, and team. Rate confidence in each assumption and suggest a test, producing a Markdown analysis.
Use customer research, surveys, and usage data to define an ideal customer profile: the customers most likely to gain value, stay, and expand. Summarize their characteristics, buying behavior, goals, needs, and fit criteria to guide sales and marketing priorities.
Turn feature ideas into backlog items, a team's planned units of work, using Why, What, and Acceptance Criteria. Connect each item to business goals and define observable outcomes in independent pieces sized for one sprint.