HeyJaredInsideProduct
Practical ideas to help you get control of the software and systems behind your growing business. No product jargon. No fluff. Whether you run the business or own the systems, this is for you.
- Indexed issues, last 90 days
- 12
- Latest publication
- Sep 24, 2026
- Audience
- Checking…
- Earliest in this view
- Jul 10, 2026
Latest issues
I built something genuinely useful. Nobody could tell it had an impact. (opens the original)
Read excerpt
I spent months with my team building EDAP-Product, a data platform at an MRO supplier. It pulled product data from three different systems and stitched it into one consistent view, something other teams could finally rely on when they needed to list the MRO supplier’s products for sale across different channels.The platform grew out of an effort to get our products listed in a channel expansion that never happened. Instead of letting that work die, we repurposed it into something multiple teams
Your "simple rebuild" is lying to you (opens the original)
Read excerpt
Six weeks into what was supposed to be a straightforward modernization project, someone on the client’s team mentioned, almost in passing, that we’d need to track their hedge transactions too.We thought our goal was to take a 20-year-old PowerBuilder application and rebuild it on modern technology. The app calculated location-specific prices for corn, soybeans, and wheat every ten minutes, prices the company would offer farmers for their seed. The company had been using it for two decades. The t
Most product management advice assumes you sell software (opens the original)
Read excerpt
When you read an article on product management, do you think, “That’s great for that kind of company, but it’ll never work where I’m at?”If so, you’re probably reading an article that doesn’t specify the context where it applies, and/or you don’t work on a B2C or B2B software product.Most product management writing implicitly assumes a B2C or B2B tech company setting. That makes sense because that’s where most of the growth in product management has come from over the last decade or so.But plent
How to run a strategy session that actually ends in decisions (opens the original)
Read excerpt
Most strategy sessions don’t fail because the team lacks ideas. They fail because the team leaves with too many of them and no clear way to decide what comes first.Strategy is supposed to guide decisions. When it works, a team walks out knowing what it will focus on and what it has decided not to do at all.I recently facilitated a company-wide planning session with five people in the room and one remote. The context was company strategy, but the process had plenty in common with product strategy
I don't put stakeholder requests directly into the backlog (opens the original)
Read excerpt
I don’t put stakeholder requests directly into the backlog.That doesn’t mean I ignore them. It means a request isn’t automatically a commitment.Almost all product owners have to deal with requests from a wide variety of stakeholders. This is especially the case when you’ve already built an internal product and you’re trying to optimize or maintain it.So when someone asks you to build a new report, that’s a signal that something about the product isn’t working for them. It may point to a real pro
Publishing over time
Last 90 days. Choose a month to open its work.
Recurring subjects
Named in the text we hold. One piece can cover several.
Audience
No verified audience measurement yet.
About this data
Counts cover the work we have indexed. Tone needs enough text and a confident classification. Excerpts and episode notes are not full articles or transcripts.
Identity or attribution wrong? Suggest a correction.