When engineering can confidently communicate their capacity and its utilization, it brings transparency to their efforts, empowering them to stand by their work. Simultaneously, product teams armed with accurate capacity insights can craft timelines that are not based on wishful thinking but on empirical evidence.

Product development has historically been much more of an art than a science. In turn, the way the product vertical operates often feels more like putting out fires than running a successful team. Because of its artistic nature, the vertical as a whole has done a large, collective shoulder shrug in determining how to solve many of the problems that face it:‍

Through meeting with hundreds of product leaders and talking with our current and potential customers, I have confirmed that we are solving the biggest unsolved problem that product leaders are faced with every single day.

Product development has historically been much more of an art than a science. In turn, the way the product vertical operates often feels more like putting out fires than running a successful team. Because of its artistic nature, the vertical as a whole has done a large, collective shoulder shrug in determining how to solve many of the problems that face it

Product Myth #1: Speed > PredictabilityFaster does not always mean better. It’s pretty obvious that if code is written quickly but includes a lot of bugs, it is not inherently better than code that’s written slower with higher quality. Either way, the more important point in this equation lies in who’s relying on the timelines that are set. 

We have been teaching our customers ways that they can save money for the company — no matter the title or seniority within the product/engineering teams. 

Product management tools are a dime a dozen, all claiming to be the one that will change your life. How are you supposed to know which one is right for you and your team?

Make sure your product development process is as predictable as a piece from a well-known composer. Use the projects and sprints you’ve run in the past as context to make informed decisions about when projects will be completed. Uncover the root problem of issues that pop up by diving deep into the workload, capacity, and velocity of individual teams and people. 

How often do you need to have them? How do you make sure they’re productive? What metrics should you talk about? The list can go on and on. 

How to supercharge your profitability using the manufacturing industry’s secret weapon.

Cardagraph was built on a problem. I experienced this problem first-hand as an executive at a very high growth company.

Simply put, executives are constantly tasked with solving extremely complex problems within their organizations.

What if operations leaders could spend more time addressing, predicting and preventing issues vs. simply reacting to them?

Like many young boys, I was convinced that I was destined for the NBA. No matter the weather or the temperature you’d find me out in my driveway shooting hoops and envisioning championship-winning buzzer-beaters.

In almost all aspects of our lives, we simplify things to make them more understandable.

What happens when an executive team is asked to manage thousands of employees and stakeholders in an ever changing work environment?

How Margins and Profitability Drastically Affect the Value You Deliver

As an OpEx your job is to keep the ship running smoothly and improve at a high clip. Ideally, you are anticipating issues and addressing surprise challenges with skill, agility, and (above all) speed.