Dear Hiring Manager,
The hardest part of product is deciding what not to build, and it is the decision I am most disciplined about. At Pennant Software I killed a feature half the company wanted in order to fix the activation problem that was actually capping our growth, and revenue followed. Choosing the few things that move the metric and shipping them is the work I would bring to your team.
Product management is judged on outcomes, not output, so I anchor everything to the metric that matters and the customer behind it. I dig into research and data to find the real problem rather than the loudest request, I prioritise ruthlessly with clear reasoning so the team understands the why, and I work shoulder to shoulder with design and engineering rather than throwing requirements over a wall. I would rather ship three things that move the needle than thirty that decorate the changelog.
At Pennant Software I owned the activation metric for our self serve product. After research showed new users stalling before reaching value, I deprioritised a much requested integrations project and focused the team on a guided setup experience instead. Activation rose from 41 percent to 63 percent over two quarters, which lifted trial to paid conversion by 12 percent and became the team's clearest growth lever.
Your advert mentions owning a core part of the product through its next growth phase, which is the scope I am looking for. I would welcome a conversation about how I would identify and sequence the highest leverage problems. Are you open to a short call?
Yours sincerely, Freya Lindholm