![]() ![]() While the feature wasn’t built for that, the product team found a new and unexpected use case for their product. For instance, he once witnessed a single customer use a feature hundreds of times for a specific function. Deep dives into product usage analytics can reveal interesting user stories. So, how can PMs reduce the risk of the latter? Todd believes in marrying quantitative data and qualitative feedback to get powerful insights that drive decision-making. Other times? They can be wildly and painfully wrong. In some cases, their guesses might be perfectly accurate and everyone can rejoice and sigh in relief. Qualitative FeedbackĪre product managers ever simply guessing? Todd admits that it happens. Experimentation allows for hypotheses and “educated guesses” that can be tested and refined with data-driven results. The faster a product ships, the faster the team gets feedback. When hiring product managers specifically, he looks for candidates with a bias toward shipping and experimentation. Some people should be visionaries and influencers, but executors (aka the “get stuff done” people) are equally important. His goal is strength-based leadership, where teams rely on each member’s specific skillsets. When building a product team, Todd believes in balance. ![]() Rather than solving hard technical issues, he enjoyed discovering the answers to questions like, “How do we find and implement solutions to our business’s problems?” The Product Team His natural inclination was to become a product manager. His team was big enough that he didn’t need to roll up his sleeves and code, so he prioritized figuring out what the market wanted and the direction the product should take. In the early days when Todd had a more technical title, his work reflected more of what one would expect from a product manager today. Like many product managers, Todd initially didn’t know this role existed.īack then, product management existed in the shadows of engineering, product, and business. We started companies together, ventured into our own career paths, and came back to start Pendo.īefore he was the CEO of Pendo, he led product at various companies, including TogetherSoft and Rally. Todd and I can trace our entrepreneurial stints back to our college days at Carnegie Mellon where our friendship formed. You might recognize him as a contributor on ProductCraft who wrote a series of essays about the similarities between raising start-ups and kids (spoiler alert: they’re both hard). Audible – Nathan uses Audible when he’s driving from Austin to San Antonio (1.5-hour drive) to listen to audio books.This week on Product Love, I sit down with Todd Olson, CEO of Pendo, a product cloud that brings product analytics, user feedback, and guided user engagement into one integrated platform.Host Gator – The site Nathan uses to buy his domain names and hosting for the cheapest price possible.Acuity Scheduling – Nathan uses Acuity to schedule his podcast interviews and appointments.Expansion drivers will depend on what suits the company.Treat all your customers as if they are top-tier customers.13:49 – Todd explains net negative churn.11:17 – Todd shares why adding products is their main expansion driver.10:55 – Pendo has tier-prices based on features.10:50 – Pendo increases prices by adding products to existing plans.10:20 – Todd shares what drives their expansion revenue. ![]()
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