Moss Adams

●	Led cross-functional teams of Product Managers, Engineers, and Designers, resulting in a 30% increase in product adoption through innovative strategies and alignment with business objectives.
●	Spearheaded the company’s first scalable product management framework, reducing delivery timelines by 20% and positioning the company for long-term growth.
●	Fostered a collaborative team of Product Managers and Engineers, driving product innovation and ensuring product alignment with business goals.
●	Implemented Agile methodologies (Scrum, Lean), improving team performance by 25%, increasing operational efficiency, and ensuring alignment with evolving market demands.
●	Directed roadmap development for SaaS and on-prem solutions, leading to scalability and improved operational efficiency.
●	Led change management initiatives, introducing prioritization techniques in backlog reviews and cutting delivery times by 20%.
●	Collaborated with stakeholders to align product features with business goals, contributing to a 40% boost in customer satisfaction.

Principal Product Manager

●	Managed multiple product teams across SaaS and on-premises platforms, leading end-to-end product lifecycle management and ensuring that products were optimized for scalability and growth. 
●	Increased productivity by 20% by implementing Agile frameworks (Scrum, Lean), while improving project management efficiency by 30% and reducing product development costs by 15%. 
●	Mentored and developed Product Managers and Product Owners, fostering a culture of continuous improvement and team performance, resulting in a 25% improvement in team output. 
●	Led vendor negotiations, securing a 15% cost reduction while maintaining product quality, demonstrating expertise in resource optimization and strategic vendor management. 
●	Championed customer-centric development, ensuring that products were designed and iterated with continuous feedback loops that increased customer engagement and satisfaction by 40%.

Group Product Manager

Washington State Employment Security Department

●	Developed and executed a long-term vision for product improvement, incorporating advanced automation features to modernize service delivery and increase scalability.
●	Pioneered the launch of a chatbot, collaborating with developers to ensure thorough UAT testing, resulting in a 30% improvement in user experience and contributing to overall digital transformation.
●	Created a customer-centric feedback loop, improving customer engagement by 25% and aligning product features with user needs through iterative enhancements.
●	Enhanced internal capabilities by driving product innovation and modernizing service offerings, improving operational efficiency and customer satisfaction by 40%.

Product Manager

Fiverr

●	Collaborated directly with C-Suite executives to implement strategic changes that boosted business performance by 20%, reducing operating costs by 30%.
●	Led workshops and Agile methodology training, increasing team efficiency by 15% and guiding companies through change management and operational improvements.
●	Increased revenue by 20% through scalability initiatives that optimized operational processes and improved product offerings.
●	Conducted process optimization projects that drove a 10% increase in operational efficiency and contributed to long-term growth.

Business Operations Consultant

Sechrist Design

●	Tripled the company’s bottom line by expanding into new markets and scaling products to meet growing demands, driving significant revenue growth.
●	Directed operations to improve scalability, reducing production time by 25% and enhancing efficiency through Lean principles and process optimization.
●	Managed multi-million-dollar budgets, cutting operational costs by 20% while maintaining quality and enhancing vendor relationships for long-term growth.
●	Mentored department heads to improve team performance by 20%, fostering a culture of continuous improvement and collaboration.

Director of Operations

Tyler Technologies

●	Managed the full product lifecycle, from concept to launch, developing new products that resulted in a 30% increase in user engagement and unlocked new market opportunities.
●	Captured $1M+ in recurring revenue by developing strategic account roadmaps for IT customer support, ensuring alignment with business objectives and scalability.
●	Boosted customer satisfaction by 40% through the implementation of customer feedback mechanisms, driving ongoing product enhancements and ensuring continuous improvement.
●	Led cross-functional teams using Agile methodologies, improving product rollout efficiency by 15% and ensuring projects were delivered on time and within budget.

As a seasoned Product Leader with over 15 years of experience in driving growth and innovation across SaaS and on-prem solutions, I specialize in leading cross-functional teams to deliver scalable, customer-centric products. My expertise spans Agile methodologies (Scrum, Lean), product strategy, and roadmap development, with a proven track record of increasing product adoption by 30% and reducing delivery timelines by 20%.

I excel at creating and executing product roadmaps that align with evolving market demands, leveraging data-driven decision making to ensure that products meet both user and business needs. My leadership approach focuses on mentorship, team development, and fostering a culture of continuous improvement, driving team performance by up to 25%.

Key Highlights:

Product Leadership:

✅ Spearheaded the creation of Moss Adams' first product management framework, optimizing processes for scalability and long-term growth.
✅ Reduced product delivery timelines by 20%, streamlining cross-functional team collaboration and improving overall efficiency.
✅ Standardized product management practices, positioning the organization for continuous improvement and operational excellence.

Product Strategy & Strategic Execution:

✅ Successfully launched a new SaaS product, increasing user adoption by 15% and significantly enhancing the customer experience.
✅ Developed and executed strategic product roadmaps, boosting customer engagement by 40% through UX improvements and digital transformation.
✅ Improved operational efficiency by reducing product iteration time and leveraging data-driven decisions for better market fit and scalability.

Leadership & Mentoring:

✅ Mentored and developed high-performing product teams, resulting in a 25% improvement in performance and promoting best practices across the organization.
✅ Fostered a culture of continuous innovation and agility, improving team collaboration and adaptability in fast-changing market environments.
✅ Increased team morale and engagement by 20%, driving a more cohesive and productive workforce across multiple product lines.
✅ Recognized with the "Extra Mile Award" from Washington State Governor Jay Inslee for excellence in product management and cross-functional collaboration.

What’s Next:

I am seeking remote leadership roles such as Senior Product Manager, Group Product Manager, Principal Product Manager, Lead Product Manager or Head of Product, essentially where I can lead teams to deliver high-impact, scalable solutions that drive growth and innovation.

𝐘𝐨𝐮 𝐚𝐫𝐞 𝐬𝐭𝐮𝐜𝐤 𝐚𝐭 "𝐒𝐞𝐧𝐢𝐨𝐫 𝐏𝐌" 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐲𝐨𝐮 𝐚𝐫𝐞 𝐭𝐞𝐜𝐡𝐧𝐢𝐜𝐚𝐥𝐥𝐲 𝐥𝐢𝐭𝐞𝐫𝐚𝐭𝐞 𝐛𝐮𝐭 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥𝐥𝐲 𝐢𝐥𝐥𝐢𝐭𝐞𝐫𝐚𝐭𝐞.

I see it on every resume. 
You know SQL. You know Jira. 
You know how to run a Sprint Retrospective.

But when I ask you about Gross Margin, CAC Payback, or CapEx vs. OpEx, the room goes silent.

This is the "Senior PM Trap." 

You are excellent at spending the company's money (building features), but you have no idea how the company makes money (Unit Economics).

To get to VP, you don't need another Agile certification. You need an MBA in Product Economics.

I spent a decade scaling a SaaS product from $0 to $25M ARR. I didn't do it by optimizing the backlog. 

I did it by treating the product like an investment portfolio.

I am re-launching The Product Quarterback to teach the one skill that isn't in the Scrum Guide: How to run a P&L.

We are leaving the "Feature Factory" behind. If you are ready to become a Business Architect, the playbook is open.

Link in the comments. 👇

#ProductManagement #CareerGrowth #SaaS #PandL #ProductQuarterback

Richard Ewing

Your stuck at Senior PM - Financially illiterate

💥 𝟓 𝐦𝐮𝐬𝐭 𝐫𝐞𝐚𝐝 𝐛𝐨𝐨𝐤𝐬
𝐇𝐞𝐫𝐞𝐬 𝐰𝐡𝐲
𝐂𝐡𝐞𝐜𝐤 𝐢𝐭 𝐨𝐮𝐭

Your career advancement depends on owning the frameworks, not just running the meetings. If you rely on gut feel, you're not leading; you're just paying a tax on confusion.

These five books are not just for reading; they are actionable playbooks that I read and used to leverage and engineer dominance, imposing a ruthless internal rigor that created unstoppable market velocity.

Stop managing activity. 
Start commanding unconventional value:

1) Escaping the Build Trap Melissa Perri: The market demands outcomes, not outputs. Using this, I led a Change Management initiative, transforming a product group into the firm's most powerful execution engine. 

Use it to lead a quarterly P&L review and quit funding "busy work." This book is the blueprint for shifting your culture from feature factory to strategic asset.

2) Inspired Marty Cagan: Forget roadmaps filled with features. I used its core principles to own the entire 0-to-1 Product Lifecycle of a flagship ERP SaaS product, launching it and successfully scaling it to over $25M in ARR. 

Map its principles directly to your strategy. This is the core education you missed in business school.

3) Hooked Nir Eyal: Your retention metrics are a joke if you don't understand user psychology. Leveraging its model, I created a Go-to-Market (GTM) Strategy that slashed customer churn by 20% across a 1M+ user base. 

This unlocks the psychological cheat code to building habit-forming products.

4) The Lean Product Playbook Dan Olsen: Stop over-engineering. I leveraged this framework to achieve 98% on-time delivery for all major product rollouts, helping to unify disparate legacy platforms into a single, scalable technology stack. 

It enforces the speed the market demands. This framework teaches you to remove 80% of the waste costing you time and political capital.

5) Build Tony Fadell: Leadership is a mindset, not a title. I used these lessons to drive a 200% year-over-year Revenue Growth by leading a complete operational overhaul. 

This is the leadership wisdom required to secure multi-million dollar stakeholder alignment and stamp out mediocrity.

What is the single most impactful book you recommend to a new leader?

---
Hi, I'm Richard Ewing, and I write executive playbooks. If this helped you, tag one leader in the comments.

Subscribe to my Substack: https://lnkd.in/gQVavuTt 

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#Career #Leadership #ProductLeadership #Mindset #Technology #ProductManagement

🎤 𝐘𝐨𝐮𝐫 “𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬” 𝐀𝐫𝐞 𝐍𝐨𝐭 𝐒𝐨𝐟𝐭.

We call them “soft skills,” but they are the hardest to master and the only ones that guarantee a high salary. 

These are not optional traits; they are Professional Impact Multipliers, the skills that turn a competent individual contributor into a game-changing leader.

The Professional Impact Multipliers: The 3 Core Buckets

1. The Leadership Mandate

This is the ability to move a product, a team, yourself, or an organization forward using pure influence.

• Executive Presence & Social Intelligence: This isn’t about being charismatic; it’s about being the steady, credible voice in the room. You must secure C-Suite buy-in on critical decisions and forge alignment across disparate groups (like Engineering, Sales, and Legal).

• Visionary Thinking & Delegation: The leader’s job is to think critically and think ahead, often 2-3 years out, to define the future strategic vision. Once that vision is set, you must delegate the execution and run projects by trusting your team, rather than micromanaging.

• Empowerment, Coach, and Mentor: The best leaders aren’t the busiest; they are the biggest multipliers. You must actively coach and mentor your team, turning an underperforming group into a high-output organization.

2. The Organizational Rigor

This is the ability to impose order on the system and adapt to reality.

• Problem Solving: This is the core skill: the ability to structure a super ambiguous problem in real-time and break it down into a clear plan.

• Adapt and Pivot: The market will change, and projects will fail. Your value lies in your capacity to adapt and pivot the strategy, securing the right talent and investment when circumstances demand it.

• Get Shit Done: This is the most underrated skill. It’s the ruthless focus on execution rigor and clear prioritization that ensures you hit targets and double development velocity.

3. The Communication Loop

Leadership is a constant feedback loop that requires high Emotional Intelligence.

• Give and Take Feedback: You must be able to deliver critical feedback that drives improvement (not resentment) and be secure enough to receive it.  This maintains the culture of extreme accountability needed for a high-output team.

• Communication Clarity: You must speak clearly and simply. The executive test is passed when the non-technical reviewer instantly sees your value.

The greatest product in your portfolio is you and the team you build. Start treating these skills not as “soft,” but as the hardest, most valuable currency in your career.

Which soft skill do you agree with?

---
Hi, I’m Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, and Mindset. Please Like, Comment, and Repost to share this fundamental lesson with your network!

#Tech #AI #ProductManagment #ProductLeadership #Leadership #ProgramManagment #ProjectManagement #Career #CareerGrowth #Everyone #ALL

VP / Head of Product | Group Product Manager | SaaS Scaling Leader (0-to-$25M ARR) | AI Product Strategy & Organizational Turnaround Executive | Amazon Author

Your-Soft-Skills-Are-Not-Soft

𝐁𝐮𝐢𝐥𝐝 𝐈𝐭 𝐚𝐧𝐝 𝐓𝐡𝐞𝐲 𝐖𝐢𝐥𝐥 𝐂𝐨𝐦𝐞

I used to believe the only thing a startup needed was a great idea. I learned the hard way that a great idea, paired with ambiguous leadership, equals burnout and zero revenue growth.

The real problem in 0-to-1 environments isn't the ambiguity; it's a lack of bold decision-making. You can't analyze your way to success, you have to define product direction so clearly that your team has no choice but to run forward.

I just dropped a new article on how to translate breakthrough ideas into usable, high-value end-user experiences, even when you’re building from scratch. It includes:

• The single "testable thesis" you need to replace your 50-page business plan.
• My "Scrappiness Audit" to cut time-to-market in half this week.
• Why the most important metric you define is the kill switch metric.

Stop managing the chaos. Start leading the change.

Read the full article here:

Let me know what you think and how the article resonated with you!

---
Hi, I'm Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset, P&L, and organizational turnaround. Please Like, Comment, and Repost to share this fundamental lesson with your network!

#0to1 #ProductLeadership #EntrepreneurialMindset #StartupLife #Innovation #BusinessGrowth #ExecutiveAlignment #Leadership #ProductManagment #Tech #AI #ProgramManagement #ProjectManagement #Mindset

View newsletter: Product Leadership Playbook

I have to be honest: there was a period in my career where I was the problem. I was leading a group, and we were putting in 60-hour weeks, but the res

Open article: The One Decision That Changes Everything by Richard Ewing • 2 min read

𝐒𝐭𝐨𝐩 𝐬𝐡𝐨𝐰𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐂𝐄𝐎 𝐚 𝐫𝐨𝐚𝐝𝐦𝐚𝐩. 𝐒𝐡𝐨𝐰 𝐭𝐡𝐞𝐦 𝐚 𝐏&𝐋.

Most Product Managers think their job is to ship code. 
They are wrong.

Your job is to manage a profit and loss statement.

Early in my career, I made the mistake of presenting a "feature completion" chart to my board. They looked at me like I was speaking a foreign language. 

They didn't care that we shipped the new dashboard. They cared that churn was up 2% and CAC hadn't moved.

That meeting was a failure. So I changed the structure.
I stopped tracking "velocity" and started tracking "financial impact."

Here is the shift:

1.Old Way: "We launched the reporting module." (Who cares?)
2.New Way: "The reporting module reduced support costs by $15k/month and protected $2M in ARR from at-risk accounts."

When I scaled a SaaS product to $25M ARR, I didn't do it by clearing Jira tickets. I did it by treating every feature request as a capital investment that required a return.

If you cannot connect your backlog to the bank account, you aren't a Product Manager. You are a project administrator.

One Question For You: Do you know the exact dollar value of the churn your current sprint is supposed to prevent?

---
Hi, I'm Richard Ewing, author of Product Quarterback.

My Mission: To operationalize the next generation of product leaders, transforming complexity into clarity through verifiable systems to accelerate human impact on a global scale.

I write executive playbooks across AI Strategy, Product Management, Product Leadership, SaaS P&L Management, and Leadership (From 0 to $25M ARR).

If this helped you, tag one leader in the comments.

Get the Playbooks & Connect:

• Get the Book: Product Quarterback: https://lnkd.in/gii_g87h

• Subscribe to the Substack: https://lnkd.in/gQVavuTt

• Follow the LinkedIn Newsletter: https://lnkd.in/gGSYe2Bs

• Read on Medium: https://lnkd.in/gZjJRazs

#ProductManagement #ProductLeadership #SaaS #ExecutiveLeadership #FinancialModeling

𝐒𝐭𝐨𝐩 𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐓𝐢𝐦𝐞 𝐚𝐧𝐝 𝐒𝐭𝐚𝐫𝐭 𝐂𝐨𝐧𝐭𝐫𝐨𝐥𝐥𝐢𝐧𝐠 𝐎𝐮𝐭𝐩𝐮𝐭.

Look, I’ve been there. 

You look at a packed calendar and feel productive. But are you? For years, my calendar was a source of anxiety, not clarity. I was trying to optimize time, but I was losing the fight on impact. I was relying on motivation, which runs out fast.

I stopped relying on willpower and started building systems that make progress automatic. If you don’t control your mornings, everyone else will.

Two Systems That Kill False Productivity:

📈 The Truth: Start Every Monday with “The P&L Power List.” This is my confession: I used to have a huge to-do list that made me feel busy while avoiding the actual hard work. 

Now, I force myself to name only 3 high-leverage outcomes for the week. This is a firewall against managing fake urgency. It forces me to ask: Is this driving P&L impact, or am I just hiding from a tough conversation?

🛡️ The Hard Stop: Block 90 Minutes of Deep Work Every Morning. If you lead a big team, everyone is trying to take a piece of your energy. My 90 minutes is protected time. 

No Slack, no meetings, no email. This is when I do visionary thinking, plan the roadmap, or solve the hardest Product Sense challenges. It’s my admission that I can’t “fit in” complex thought, I have to force it into existence.

I don’t chase productivity. I build engines that produce clarity and steady output.

What’s the one takeaway from this that resonated with you most? 

---
Hi, I’m Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset. 

Please Like, Comment, and Repost to share this fundamental lesson with your network!

• Subscribe to my Substack: https://lnkd.in/gQVavuTt

• Subscribe to my weekly newsletter, Product Leadership Playbook: https://lnkd.in/gGSYe2Bs

#AI #Everyone #ProductManagement #Leadership #Mindset #ProductLeadership #Career #CareerGrowth #ProjectManagement #ProgramManagement

Managing time

𝐃𝐨𝐞𝐬 𝐘𝐨𝐮𝐫 𝐂𝐞𝐫𝐭𝐢𝐟𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐀𝐜𝐭𝐮𝐚𝐥𝐥𝐲 𝐏𝐫𝐨𝐯𝐞 𝐀𝐧𝐲𝐭𝐡𝐢𝐧𝐠?
𝐓𝐡𝐞 𝐅𝐚𝐭𝐚𝐥 𝐅𝐥𝐚𝐰 𝐓𝐡𝐚𝐭 𝐊𝐢𝐥𝐥𝐬 𝐘𝐨𝐮𝐫 𝐉𝐨𝐛 𝐇𝐮𝐧𝐭

Here’s a sneak preview, it’s being vulnerable.

I’ve personally driven over $5M+ in cost reductions through strategic cloud migration and vendor consolidation. I know the difference between a textbook and the messy reality of shipping technology. 

Here’s the fatal flaw: A Cert is not Proof of Vulnerability. A certification is a key, but it won’t open the door if you can’t prove you know how to use it. 

The real problem isn’t your knowledge; it’s your unwillingness to be vulnerable by sharing unpolished, real-world work.

Financial impact doesn’t come from clean exams; it comes from being willing to show the messy work that failed three times before it finally worked.

• The Lie of the Proctored Exam: A certification is controlled. Experience is messy. Hiring managers are desperate for talent that can handle the messy reality of cloud migration, MLOps, and data pipelines. They want proof you’ve suffered through a deployment, not just proof you aced a multiple-choice test.

• Stand Out in a Crowded Field with the Hard Truth: Hiring managers are flooded with resumes, and if you have a certification from Google Cloud, AWS, or Microsoft they assume that you’re applying it in cloud-native, production-ready ways. You have to prove that assumption right.

• Industry Recognition is a Minimum Bar: Top-tier certs are just the minimum. They are the market’s first filter. Your second filter is your demonstrable project, your public show of work. 

Here's how to level up:

✅ Google Cloud Professional ML Engineer (https://lnkd.in/gDTg285U)
✅ Amazon Web Services (AWS) Certified ML- Specialty (https://lnkd.in/gm7cuxbN)
✅ Microsoft Azure AI Engineer Associate (https://lnkd.in/g7TVwC8z)
✅ Databricks Certified ML Professional (https://lnkd.in/gmtwtA5q)

The Proof of Struggle: You must pair your certification with real, demonstrable projects. This means open source work, GitHub repos, or cloud ML demos. This isn’t for a grade; this is you showing an employer the unvarnished, vulnerable process of solving a real problem.

A cert says skill. Execution is the asset that signals you can solve problems and generate financial impact. Show your work, even the messy parts.

What’s the one takeaway from this that resonated with you most? Drop a comment below!

Please Like, Comment, and Repost!

Subscribe to my Substack: https://lnkd.in/gQVavuTt

Subscribe to my weekly newsletter, Product Leadership Playbook: https://lnkd.in/gGSYe2Bs

#AI #Certifications #ProductManagement #Leadership #Mindset #Tech #Career #CareerGrowth

Chief Product Officer (CPO) / VP of Product | Scaled SaaS from 0-to-1 to $25M ARR | AI Strategy & Organizational Transformation | Amazon Author, Product Quarterback

Does-Your-Certification-Actually-Prove-Anything

𝐘𝐨𝐮𝐫 𝐀𝐈 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐢𝐬 𝐛𝐮𝐫𝐧𝐢𝐧𝐠 𝐜𝐚𝐬𝐡 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐲𝐨𝐮 𝐭𝐫𝐞𝐚𝐭𝐞𝐝 𝐢𝐭 𝐥𝐢𝐤𝐞 𝐚 𝐟𝐞𝐚𝐭𝐮𝐫𝐞.

AI is not a feature. 
It is a capital expense.

I see too many roadmaps right now that are just lists of "GenAI" integrations. 

The product team adds a chatbot, pats themselves on the back, and ignores the cloud bill.

This is bad business.

When I look at AI strategy, I don't look at the prompt engineering. 
I look at the unit economics.

The Math is Brutal: If you add an LLM call to your core loop, you just increased your COGS (Cost of Goods Sold) on every single user interaction.

• Did you raise prices to cover it?
• Did it reduce churn enough to offset the API bill?

If the answer is "we don't know," you are driving the company off a cliff.

I treat AI implementation with the same scrutiny as hiring a new department. We need to see the P&L impact before we write the code.

Innovation without economic viability isn't strategy. 
It's charity. 
And we are not in the charity business.

One Question For You: Have you calculated the exact cost per query of your new AI feature, or are you waiting for the CFO to yell at you?

---
Hi, I'm Richard Ewing, author of Product Quarterback.

My Mission: To operationalize the next generation of product leaders, transforming complexity into clarity through verifiable systems to accelerate human impact on a global scale.

I write executive playbooks across AI Strategy, Product Management, Product Leadership, SaaS P&L Management, and Leadership (From 0 to $25M ARR).

If this helped you, tag one leader in the comments.

Get the Playbooks & Connect:

• Get the Book: Product Quarterback: https://lnkd.in/gii_g87h
• Subscribe to the Substack: https://lnkd.in/gQVavuTt
• Follow the LinkedIn Newsletter: https://lnkd.in/gGSYe2Bs
• Read on Medium: https://lnkd.in/gZjJRazs

#AIStrategy #SaaSEconomics #ProductStrategy #TechLeadership #UnitEconomics

𝐌𝐨𝐬𝐭 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 𝐚𝐫𝐞𝐧'𝐭 𝐟𝐢𝐧𝐝𝐢𝐧𝐠 𝐠𝐨𝐥𝐝 𝐢𝐧 𝐭𝐡𝐞 𝐀𝐈 𝐫𝐮𝐬𝐡. 
𝐓𝐡𝐞𝐲 𝐚𝐫𝐞 𝐣𝐮𝐬𝐭 𝐮𝐧𝐞𝐚𝐫𝐭𝐡𝐢𝐧𝐠 𝐞𝐱𝐩𝐞𝐧𝐬𝐢𝐯𝐞, 𝐠𝐥𝐢𝐭𝐭𝐞𝐫𝐢𝐧𝐠 𝐝𝐮𝐬𝐭.

When I look at P&Ls across the industry, I see the same pattern: AI is eating budgets, not solving problems.

We are seeing a tsunami of resources poured into "AI initiatives." Yet, leadership teams remain paralyzed by a Crisis of Context, drowning in data but starving for real-time clarity.

Here is the executive truth I share in this week’s newsletter: 

The AI revolution isn’t a technical problem. It is a Financial Leadership Test.

If you cannot monetize your AI strategy, either through massive revenue generation or specific cost mitigation, you are just paying for compute. You are managing complexity, not driving impact.

In this edition of The Playbook, I break down:

1. The $25M Strategic Lever: Why the biggest AI opportunity isn't a customer-facing chatbot, but an internal strategy engine.

2. The "Crisis of Context": How to use AI to eliminate analysis debt and give executives real-time visibility.

3. The Profit-First Mandate: Moving from "What can we use AI for?" to "What must we automate to drive efficiency?"

The path to AI success isn’t paved with more features.

Read the full breakdown in the newsletter below. 👇

#AIStrategy #ProductManagement #ExecutiveLeadership #SaaS #PandL #BusinessStrategy

Stop chasing chatbots. Start building the $25M strategic lever your leadership team actually needs. The deafening roar of the AI revolution is here. E

Open article: The AI Revolution Isn’t Technical. It’s a Financial Leadership Test. by Richard Ewing • 3 min read

The AI Revolution Isn’t Technical. It’s a Financial Leadership Test.

𝐆𝐨𝐨𝐠𝐥𝐞'𝐬 𝐈𝐫𝐨𝐧𝐰𝐨𝐨𝐝 𝐂𝐡𝐢𝐩 𝐑𝐞𝐥𝐞𝐚𝐬𝐞 𝐯𝐬. 𝐍𝐯𝐢𝐝𝐢𝐚'𝐬 𝐃𝐨𝐦𝐢𝐧𝐚𝐧𝐜𝐞
Every executive assumes Nvidia is non-negotiable for AI. 

They’re wrong. 

When Google releases its most powerful, custom chip, Ironwood, it’s not an alternative. It’s an act of war on your current vendor lock-in.

Google launching Ironwood is the biggest P&L shift in the AI economy since ChatGPT.

• The Lock-in Killer: These custom chips offer superior price, performance, and efficiency. 

Startups like Anthropic, committing to one million units, are radically lowering their costs of scale.

• The Executive Mandate: If you’re scaling a demanding SaaS product, your procurement team needs to re-evaluate their entire roadmap today. 

Betting solely on NVIDIA is now an expensive decision, not a safe one. 

The market just gave you a massive bargaining chip. Use it.

The real question is how this competition fundamentally changes the financial model for your company.

Thoughts?
---
Hi, I'm Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Leadership. If this helped you, tag one leader in the comments who needs to stop managing activity! 

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𝐒𝐭𝐨𝐩 𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐀𝐜𝐭𝐢𝐯𝐢𝐭𝐲. 𝐒𝐭𝐚𝐫𝐭 𝐂𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐎𝐫𝐝𝐞𝐫.
𝐇𝐨𝐰 𝐖𝐞 𝐒𝐜𝐚𝐥𝐞𝐝 𝐟𝐫𝐨𝐦 𝟎 𝐭𝐨 𝐒𝐢𝐠𝐧𝐢𝐟𝐢𝐜𝐚𝐧𝐭 𝐀𝐑𝐑

When I first took over a massive product portfolio, I was terrified. The organization was reactive, hemorrhaging money on old systems, and everyone was exhausted from fighting fires. I remember walking into my office, looking at the budget sheets, and feeling a knot in my stomach, I knew the company’s financial success was on my shoulders, and I didn’t have a playbook. It was humbling. My entire focus became figuring out how to stop the financial bleeding and Create Order so we could finally scale revenue.

A lot of executives confuse activity (meetings, backlog grooming, status updates) with impact. The difference between a team that treads water and a team that scales a product to major revenue targets is the executive’s ability to Create Order.

My experience running P&L and organizational turnarounds taught me one thing: You can’t scale revenue until you scale discipline.

The Two Laws of Scalable Product Discipline

Order isn’t just about process; it’s about connecting every technical decision to a financial outcome. This allows you to get Executive Alignment and buy-in on the complete strategic vision.

Here are the two laws I enforced to transform an execution model from reactive to proactive:

• Law of Priority Control: Your backlog is not a wish list; it’s a commitment to a financial outcome. 

We significantly increased development velocity by creating and using a simple, custom Priority Framework based on established models. If a feature doesn’t clearly support a Revenue Growth target, it gets cut.

- Pro-Tip: If the cost to build a feature is $100k, the projected return must be able to withstand a 50% failure rate and still make money. Don’t base decisions on best-case scenarios.

• Law of Financial Control: You must own the roadmaps and Budget Management for the entire product portfolio. 

The ultimate measure of control is your Go-to-Market (GTM) Strategy. When scaling an enterprise product, we forged a powerful GTM Strategy that cut customer churn and drove a major increase in adoption. Financial control enabled the market success.

- Pro-Tip: Negotiate vendor contracts with a clear end date written in. If a service doesn’t perform against a clear goal within 18 months, be ready to aggressively cut the cord and allocate the budget elsewhere.

If you don’t aggressively enforce this discipline, you’ll be stuck managing low-value activities while the competition eats your Total Addressable Market.

Thoughts?

---
Hi, I’m Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset, P&L, and organizational turnaround. Please Like, Comment, and Repost to share this fundamental lesson with your network! 

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Stop-Managing-Activity-Start-Creating-Order

𝐓𝐨 𝐛𝐞𝐜𝐨𝐦𝐞 𝐚 𝐦𝐢𝐥𝐥𝐢𝐨𝐧𝐚𝐢𝐫𝐞, 𝐭𝐡𝐞 𝐦𝐨𝐧𝐞𝐲 𝐢𝐬 𝐭𝐡𝐞 𝐥𝐞𝐚𝐬𝐭 𝐢𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭 𝐩𝐚𝐫𝐭.

I've led VP-level transformations and organizational turnarounds. The number you hit is temporary. The leader you become is permanent.

The greatest value in business is not what you get, the ARR, the funding, the title, it’s the character and executive stamina you are forced to build to achieve it.

That result is a vanity metric. 

The character built to hit it is your permanent asset. 

The only reason to set a goal that scares you is that it acts as a Stretching Function designed to break your old leadership model.

A massive goal is not an endpoint; it's a forcing mechanism to install a new, higher-level operating system for success.

• The Financial Stretch: When you commit to a major financial goal, you are forced to upgrade your competence. 

• The Leadership Stretch: To lead a complex, high-stakes change, you must stretch your influence. 

• The System Stretch: Committing to hyper-growth means your current process fails. 

Stretch yourself. Stop chasing the number. Start pursuing the executive character and mastery you must become to achieve it.

What is the one non-negotiable trait you need to become to hit your next big goal?

---
Hi, I'm Richard Ewing. I write executive playbooks to operationalize the next generation of leaders across AI Strategy, Product Management, Leadership, and organizational transformation. 

If this helped you, tag one leader in the comments.

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𝐖𝐚𝐧𝐭 𝐚 𝐛𝐢𝐠𝐠𝐞𝐫 𝐬𝐚𝐥𝐚𝐫𝐲? 𝐒𝐭𝐨𝐩 𝐬𝐨𝐥𝐯𝐢𝐧𝐠 𝐭𝐡𝐞 𝐰𝐫𝐨𝐧𝐠 𝐩𝐫𝐨𝐛𝐥𝐞𝐦𝐬.

We all have the same thing... Time, Energy, and Attention.

I’ve led VP-level transformations and scaled companies to $25M ARR.

I’ll be honest: my first years were completely wasted solving problems that kept me poor.

My biggest career breakthrough came when a mentor told me to change the difficulty setting.

You are paid in proportion to the difficulty of the problems you solve.
If you solve small problems, you get paid very little. This is the brutal truth of the market.

The Executive Problem Set: Upgrade Your Focus

Elite leaders understand that time, energy, and attention are finite resources. You must focus 100% of them on high-leverage problems that create exponential value.

• The Small Problem: Arguing over a feature’s priority, fixing a minor bug, or reporting a simple KPI. (Low Return on Attention).

• The Big Problem (Executive Focus):

-- Financial Levers: Mastering P&L Management and GTM Strategy to secure new funding or identify multi-million dollar revenue opportunities.

-- Strategic Integrity: Leading Build-vs-Buy analyses and securing C-Suite Buy-in on critical strategic decisions.

---Systemic Discipline: Defining and enforcing Roadmap Governance and Data Governance across a major technology portfolio.

Stop wasting your most valuable asset time, energy and your attention, on things that don’t yield a 10x return. 

Upgrade the scale of your problems, and your market value will follow.

What is the biggest “small problem” you need to delegate or eliminate this week?

---
Hi, I’m Richard Ewing. I write to operationalize the next generation of leaders across AI Strategy, Product Management, Leadership. 

If this helped you, tag one leader in the comments.

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𝐓𝐡𝐞 𝟖𝟎/𝟐𝟎 𝐑𝐮𝐥𝐞 𝐨𝐟 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 
(𝐒𝐭𝐨𝐩 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠, 𝐒𝐭𝐚𝐫𝐭 𝐒𝐨𝐥𝐯𝐢𝐧𝐠)

I’ve personally led $5M+ cost reduction initiatives by tackling the hard questions, like deciding what to stop building and what to sunset. The hardest decision isn’t technical; it’s a strategic one: Are we solving the right problem?

I’ve watched too many brilliant teams fall into the “solutions in search of problems” trap.

Building the solution is the easy part. The challenge is having the rigor to commit to the discovery phase. The difference between a forgotten feature and a $25M ARR product is that the latter spent 80% of its energy on discovery and validation.

The smartest product leaders are the ones who put the brakes on development and insist on three non-negotiable questions:

1. Is this problem worth solving? 

- (The P&L Filter: Does it tie back to a clear financial or strategic objective?)

2. Who’s struggling with this daily? 

- (The User Empathy Filter: Are we listening to the Voice of Customer (VOC), or just the loudest internal voice?)

3. How will we know we’ve actually fixed it? 

- (The Execution Rigor Filter: Are the Customer Experience (CX) Metrics defined, tracked, and aligned to success?)

The real magic in today’s AI-powered world is realizing that your time isn’t a factory for code, it’s a scarce resource for choosing the right fight.

If you skip the 80% and rush the 20%, you’re just trading rigor for activity.

What’s the one takeaway from this that resonated with you most? 

Drop a comment below!

---
Hi, I’m Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset, P&L, and organizational turnaround. 

Please Like, Comment, and Repost to share this fundamental lesson with your network!

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𝐓𝐡𝐞 𝐂𝐚𝐧𝐨𝐧𝐢𝐜𝐚𝐥 𝐃𝐨𝐜𝐮𝐦𝐞𝐧𝐭 

Organizational chaos isn't caused by laziness; it's caused by data fragmentation across niche tools.

If your team has to ask "Where is the product vision?"

You have failed at Roadmap Governance.

The Canonical Document Mandate: As a leader, you must enforce a singular document repository (like a central Confluence or "canonical document"). 

This ensures:

• Anyone can instantly see the financial impact.
• Current status and strategic alignment are clear.

This is essential for the transparency and accountability required for scaling.

What tool (Notion, Confluence, etc.) does your company use to hold your single source of truth for product strategy?

---
Hi, I'm Richard Ewing, and I write executive playbooks. If this helped you, tag one leader in the comments.

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#Leadership #ProductManagement #Technology #ProjectManagement #ProgramManagement #AI #Career

𝐓𝐡𝐞 𝐍𝐨𝐫𝐭𝐡 𝐒𝐭𝐚𝐫 𝐋𝐢𝐞
𝐓𝐡𝐞 𝐬𝐢𝐦𝐩𝐥𝐞 𝐭𝐫𝐮𝐭𝐡

I’ve learned that a North Star Metric (NSM) is useless, or even dangerous, without a Counter Metric. 

I know a vanity NSM can drive growth but destroy long-term platform health.

The counter metric is my non-negotiable health check. It covers:

• Customer satisfaction
• Platform health
• Data Governance

This metric ensures I maintain long-term financial results. 

I institute a regular review cadence where I track both metrics to ensure a holistic view for my leadership team.

This discipline is what prevents my short-term wins from hurting the bottom line.

What is the Counter Metric your team tracks to ensure platform health doesn’t get sacrificed for growth?

---
Hi, I’m Richard Ewing, and I write executive playbooks. If this helped you, tag one leader in the comments.

Subscribe to my Substack: https://lnkd.in/gQVavuTt 

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𝐈 𝐫𝐞𝐣𝐞𝐜𝐭 𝟗𝟎% 𝐨𝐟 𝐢𝐧𝐛𝐨𝐮𝐧𝐝 𝐫𝐞𝐪𝐮𝐞𝐬𝐭𝐬. 
𝐈𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐨𝐧𝐥𝐲 𝐰𝐚𝐲 𝐭𝐨 𝐬𝐮𝐫𝐯𝐢𝐯𝐞.

When you step into a leadership role, the noise is deafening. Everyone wants "five minutes" to pick your brain, pitch a tool, or discuss a vague idea.

If you say yes to everyone, you will accomplish nothing.

I used to drown in these meetings. 
My calendar was a graveyard of "quick chats" that went nowhere. 

I realized I needed a filter. 
I needed to impose order on the confusion.

I developed a diagnostic protocol I call The Gatekeeper Method.

It is not about being rude. It is about testing seriousness.

When someone asks for my time to "discuss strategy," I don't look at my calendar. I send this reply:

"I only take calls if we have a specific metric to discuss. What is your current ARR churn rate? If you don't have that, we aren't ready to talk yet."

The Result:

• The Time-Wasters: They vanish. They don't have the number, or they are too lazy to find it.

• The Serious Players: They respect the directness. They find the number. They come back prepared.

This method protects my focus for the work that actually matters: scaling revenue and cutting costs.

One Question For You: What is the one "hurdle question" you could ask today to eliminate 50% of your useless meetings?

---
Hi, I'm Richard Ewing, author of Product Quarterback.

My Mission: To operationalize the next generation of product leaders, transforming complexity into clarity through verifiable systems to accelerate human impact on a global scale.

I write executive playbooks across AI Strategy, Product Management, Product Leadership, SaaS P&L Management, and Leadership (From 0 to $25M ARR).

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𝐘𝐨𝐮𝐫 𝐉𝐚𝐫𝐠𝐨𝐧 𝐢𝐬 𝐂𝐨𝐬𝐭𝐢𝐧𝐠 𝐘𝐨𝐮 𝐭𝐡𝐞 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐒𝐚𝐥𝐚𝐫𝐲.

Product Managers are among the highest-paid professionals, but it’s not because they learned how to use a prioritization framework. 

It's because they changed their vocabulary to shift from managing tasks to managing executive impact.

If you want the VP-level salary, you must stop using the language of an Manager. 

The difference isn't just semantics; it’s a P&L signal.

The Executive Vocabulary: Impact, Not Effort

• An Activity Manager talks about a "Problem"; an Impact Executive talks about a "Pain Point", directly linking the issue to the customer and enabling targeted User Segmentation.

• When you're late, don't call it "Late"; call it "Blocked." This clarifies the root constraint and demands resolution, maintaining execution rigor.

• Stop calling your long-term view a "Plan"; start calling it a "Roadmap." This is strategic thinking, not just a static checklist.

• When things go wrong, an Manager says "Lack of planning"; an executive says "Agile," signaling adaptability and speed-to-market over rigid adherence.

• And finally, you don't "Help" your team; you provide "Enablement," which implies empowering them to succeed and fulfilling the leadership mandate of organizational transformation. 

Shift your language, shift your impact.

Fellow PMs, what other vocabulary shifts have you made that you were ready for the next level? ⬇️

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Hi, I'm Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset, P&L, and organizational turnaround. Please Like, Comment, and Repost to share this fundamental lesson with your network!

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Your-Jargon-is-Costing-You-the-Executive-Salary

𝐖𝐚𝐧𝐭 𝐚 𝐏𝐫𝐨𝐦𝐨𝐭𝐢𝐨𝐧? 
𝐒𝐭𝐨𝐩 𝐓𝐚𝐥𝐤𝐢𝐧𝐠 𝐌𝐞𝐭𝐫𝐢𝐜𝐬 𝐚𝐧𝐝 𝐒𝐭𝐚𝐫𝐭 𝐒𝐩𝐞𝐚𝐤𝐢𝐧𝐠 𝐓𝐡𝐞 𝐋𝐚𝐧𝐠𝐮𝐚𝐠𝐞 𝐎𝐟 𝐑𝐞𝐯𝐞𝐧𝐮𝐞.

Hey, let's be honest. Those who get promoted faster reject easy metrics and connect every decision to revenue.

It’s not because they’re obsessed with money.

The secret is out: The PM role is a financial role. When you talk metrics, you sound like a technician. When you speak in currency, you sound like a partner who runs the business.

Here's the uncomfortable truth you need to accelerate your career:

The 4 Pillars of Revenue-Driven Product Strategy

1. 💰 The Metric Trap: Link Currency, Not Vanity

You can't stop at DAU. That's activity data. Translate every metric into a quantified financial outcome.

• Activation Lift: Translate 1% higher activation into $X ARR.
• Churn Reduction: Translate 5% churn reduction into $Y ARR preserved.
• Experience Quality: Translate a 20-point NPS lift into $Z saved.

2. 🔢 Prioritize with Math

Your roadmap is a list of financial bets. Prioritize based on the financial equation, not enthusiasm.

• The Decision: If Feature A adds $200K ARR, and Feature B protects $5M ARR, build Feature B first. The core priority is Cost Mitigation and preserving the P&L.

Pro-Tip: Your framework must ultimately score by ROI. Anything else is chaos.

3. 🎯 Reject All Revenue Equality

Smart product people are revenue architects. Be ruthless about where you spend your time.

• Recurring vs. One-Time: High-margin Recurring Revenue (ARR) is always prioritized.

• LTV Optimization: Focus on Expansion (upsells) as the most valuable growth, not constant Acquisition.

• Margin Analysis: High-margin ARR is always prioritized over high-volume, low-margin deals.

4. ⚖️ Frame Trade-Offs in Dollars, Not Features

Every decision is a trade-off. Your value is your ability to quickly frame that decision in currency.

• The Hard Choice: Build a complex integration for one large customer? Or a self-serve onboarding flow that scales SMB conversions? The Revenue Impact of the scaled conversion path often wins.

• Pro-Tip: When you frame trade-offs this way, you stop sounding like the "technical person." You start sounding like someone who runs the business.

When you connect product metrics, roadmap priorities, and trade-offs to revenue, your career accelerates instantly.

You can either manage features tactically, or you can speak revenue and shape strategy.

Thoughts?

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Hi, I'm Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset, P&L, and organizational turnaround. Please Like, Comment, and Repost to share this fundamental lesson with your network!

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Stop-Talking-Metrics-Start-Speaking-Revenue

𝐘𝐨𝐮’𝐫𝐞 𝐝𝐞𝐥𝐢𝐯𝐞𝐫𝐢𝐧𝐠 𝐟𝐚𝐬𝐭, 𝐛𝐮𝐭 𝐚𝐫𝐞 𝐲𝐨𝐮 𝐝𝐞𝐥𝐢𝐯𝐞𝐫𝐢𝐧𝐠 𝐬𝐚𝐟𝐞?

In the enterprise world, an amateur mistake with security & compliance tradeoffs can wipe out an entire contract. 

I've seen it happen. The truth is, most teams treat compliance like an afterthought, guaranteeing a quiet failure down the road.

Your job as an executive is to turn that fear into a feature.

My new article just dropped on how to architect trust in SaaS environments, including:

• Why the "Admin" persona should be the most important part of your product strategy.
• The single most important financial metric to optimize: Cost of Customer Retention (CCR).
• How to use a Quality Gate signed by Legal and Engineering to eliminate last-minute crises.

Stop risking your contracts on hope. Start building a fortress of discipline.

Read the full article here:

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Hi, I'm Richard Ewing, and I write executive playbooks on AI Strategy, Product Management, Product Leadership, Leadership, Mindset, P&L, and organizational turnaround. Please Like, Comment, and Repost to share this fundamental lesson with your network!

#EnterpriseSaaS #Compliance #StakeholderManagement #DataDriven #ProductStrategy #CrossFunctional #P&L #Leadership #ProductManagement #ProductLeadership #Tech #AI #ProjectManagement #ProgramManagement

I remember the day a massive enterprise client almost walked away because of a single compliance oversight we made early on. The technical flaw was sm

Open article: The Cost of a Quiet Failure by Richard Ewing • 2 min read

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