Features shipped without validated need
The roadmap fills from internal requests and instinct. Decisions get validated after shipping, if at all.
Product and Experience
Everyone is shipping, but nobody agrees where.
Shipping without direction grows a product in every direction. I help product teams define where they are going and how to decide when priorities conflict.
The situations I see most often
These are the patterns I see most often in product teams that have lost strategic clarity.
Roadmap resets every quarter
A stakeholder changes direction. A competitor ships. The roadmap resets and previous work loses its context.
Multiple teams, multiple definitions of success
Two teams working on growth, neither against the same metric. The gap shows in planning and eventually in the product.
What you walk away with
Every product strategy engagement ends with three things your team can use immediately.
A strategy the team can state in one sentence
Specific enough to rule things out. Not a vision statement. A decision filter that tells your team what to stop doing as clearly as what to pursue.
A prioritisation framework that holds under stakeholder pressure
Documented criteria, written down, weighted, and tested against recent backlog decisions before handover. The team can explain any decision made against it.
Product decisions connected to research, data, and goals in writing
Traceable. Survives leadership changes. When the context shifts, the reasoning is already documented.
How it works
The engagement runs in three phases over four to six weeks, each building on the previous.
Understanding where the product stands
Review the roadmap, backlog, user data, and competitive position. Map how decisions are made and where decision-making authority sits. This phase surfaces the gap between stated strategy and actual behaviour, which is usually where the real problem lives.
Building the product strategy
Define positioning, prioritisation criteria, success metrics, and trade-off rules. Test each element against recent product decisions to confirm it holds in practice, not just in theory. Where product-market fit assumptions have gone untested, flag them with a validation plan.
Getting the team aligned
Structured walkthrough with stakeholders. Questions addressed, objections documented. 30-day follow-up review included.
What clients say about the work
From clients across strategy, execution, and advisory engagements. Different sectors, different problems.
“Working with him was straightforward and collaborative. He is very detailed, reliable, and quick to translate discussions into clear, actionable steps. He also takes the time to guide and teach the team, which really helped build our internal capability. I can see why people describe him as a “walking Google” — he brings a wide range of knowledge and connects things quickly.”
Melissa Jailani
Digital Experience & Marketing Lead
“…every decision for the web site is always based on our side and Yassir best experience on the do’s and donts. The price you pay is what you get. Before production, during production and after production it is worth every ringgit spend. Hands down, the best experience and he knows what he is doing. My advice, don’t just get a web site, but get the web site. Great job Yassir, appreciate your work. The best.”
Elisa
Real Estate Negotiator
Common questions
Answers to the questions I get asked most often.
How is this different from having a product manager?
A product manager is most effective when the direction is already clear. Their job is to move work through a system. This engagement is for when the system itself needs defining, where the strategy is missing, contradictory, or not one the team can actually commit to. If you already have a PM, they are the person who will use the output. If you are considering hiring one, this is the work that makes that hire effective from day one.
Do you need access to our product?
Yes. The review phase requires access to the product itself, the analytics platform, and any existing user research. Strategy built without contact with the actual product and its users tends to describe an idealised version of the product rather than the one that exists.
How long does this take?
Strategy development typically runs four to six weeks. The alignment phase, including stakeholder walkthrough and documentation, adds one to two weeks. The 30-day follow-up review is included in the engagement.
Time to give your team a strategy they can commit to.
If the direction is unclear or the backlog keeps shifting, a structured strategy engagement can change that. Let's talk.