@deanpeters
Product manager & former coder who, given enough coffee, connects others, makes good things happen & creates order out of your software development chaos.
77 skills1 repository 7.6K
Review a product or AI idea across ten internal and external risk areas. Identify useful tests and measurements, separate immediate actions from ongoing monitoring, and produce a prioritized risk register with concrete next steps.
Assess how your product team uses AI across five capabilities, from shared context to team review practices. Identify whether work is simply faster or fundamentally redesigned, and choose which capability to strengthen next.
Work through the move from product manager to Director with questions tailored to your stage. Get practical recommendations for promotion preparation, interviews, early leadership challenges, or persistent difficulties in the role.
Understand the shift from product manager to Director through scope and planning horizon. Identify role-transition difficulties and translate broad company priorities into product responsibilities and clearer direction for teams.
Compare business growth options across existing and new products and markets. The skill connects each option to documented demand signals, rates its risk, and recommends an order of action with the assumption that could change it.
Assess SaaS business health across growth, customer retention, profitability per customer, and cash efficiency. Use available metrics to build a stage-aware scorecard, identify warning signs, and prioritize improvements for business reviews or fundraising preparation.
Research a company, industry, or competitor group through web search and seven analytical lenses. Produce structured, cited findings on business models, products, competition, and strategic signals for product decisions and further analysis.
Build a company research brief from public sources, covering executive statements, product strategy, organizational practices, and transformation initiatives. Use dated sources to prepare for interviews, understand competitors, assess potential partners, or explore market entry.
Organize competitive analysis across six areas, from market structure to competitors’ future plans. Choose the steps relevant to a business decision and turn findings into comparison matrices, sales reference sheets, positioning responses, and threat assessments.
Research key competitors and produce cited profiles, a comparison table, and implications for a product decision. Separate facts from inferences and assumptions, highlight evidence quality, and create a consistent baseline for later comparisons.
Diagnose why an AI workflow becomes inconsistent despite receiving extensive information. Through guided questions, define what to retain, retrieve when needed, or exclude, and develop a memory structure and a research-to-implementation process with focused context.
Guide a workshop that maps a specific customer’s experience from start to finish. Capture stages, actions, thoughts, emotions, and pain points, then produce a customer journey map and a prioritized list of improvement opportunities.
Turn a product retirement decision into a practical checklist matched to its scale. Organize work by lifecycle phase, assign responsible teams, and define approval conditions while covering data, contracts, access, and financial obligations.
Prepare customer-facing teams before announcing a product or feature retirement. Create support FAQs, honest replacement comparisons, objection responses, and escalation guidance, with the scope adjusted from a short support note to a broader training pack.
Guide a product retirement through six phases, from the initial decision to closure and review. Scale the process to its impact, coordinate supporting skills, and identify missing steps when a retirement is already underway.
Evaluate whether a product feature deserves investment by comparing revenue or retention benefits with development and ongoing costs. Receive calculations, payback estimates, and recommendations that account for strategic value and uncertain assumptions.
Turn stakeholder requests into measurable goals, customer problems, possible solutions, and experiments. Through guided discussion, compare feasibility, expected impact, and customer fit to choose a proof of concept: a small test of a proposed solution.
Assess how political, economic, social, technological, environmental, and legal changes could affect a product or market. Summarize external opportunities, threats, and recommended actions to support market entry decisions, strategy reviews, and longer-term product planning.
Compare a previous PESTEL analysis of political, economic, social, technological, environmental, and legal factors with current evidence. Identify meaningful changes and broken assumptions, then summarize their implications for strategy and product plans with sources.
Choose a small validation experiment based on your hypothesis, risks, time, and resources. Compare five methods, from technical checks to user interaction tests, and define pass, fail, and learning criteria before investing in a larger build.
Work through up to five adaptive questions to clarify your product’s customers, unmet needs, category, benefits, and competitive differences. Turn the answers and supporting evidence into a positioning statement and a concise summary for stakeholder review.
Work through eight canvas sections to clarify a business problem, target users, desired outcomes, and possible solutions. Turn assumptions into testable hypotheses and choose the smallest experiment to investigate the most important uncertainty before development.
Break a large feature into smaller user stories, each describing a useful change for users. Apply nine splitting patterns, define acceptance criteria, and assess which work to deliver first, defer, or remove.
Turn a competitive or market question into a focused research approach through three adaptive questions. Get recommendations for information sources, review frequency, and executing skills, with reasons tailored to the decision and available time.
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