Writing
Short pieces on briefs, pricing, research and running small teams. One every few weeks.
If the problem does not fit on one page, the team does not understand it yet. Neither do I.
Every project starts with four lines: who it is for, what should change, what must not change, and how we will know it worked. Everything else is a meeting.
Engineers sign the page before the first ticket. It saves weeks, and the review at the end becomes a conversation about the number, not the colours.
The best pricing page is the one a customer can describe to a friend in one sentence.
We tested five pricing pages at Sidra Pay. The winner was not the cheapest; it was the one people could repeat back to us after a minute.
Fewer plans, fees shown before the amount, and no asterisks. Conversion followed.
People are bad at predicting what they will do and good at remembering what they did. Interview for the second.
"Would you use this?" gets a polite yes. "Tell me about the last time you paid a supplier" gets the truth, the workaround and the spreadsheet.
I end every interview the same way: what did I not ask that I should have?
The most useful thing a product manager does is often saying no to a meeting on someone else's behalf.
At Wasla we kept two rules: meetings end by noon, and the release goes out on Thursday whatever happens. The rest followed.
A team that ships every week stops being afraid of shipping.