One Knight in Product

Helping Superhero Startup Founders Stay Away from their Kryptonite (with Richard Blundell, Founder @ Vencha & Co-author ”The Go To Market Handbook for B2B SaaS Leaders”)

Richard Blundell is a serial entrepreneur and startup advisor who helps B2B startups win by getting them uncomfortably narrow and solving critical problems. He also believes that startup founders are heroes, and recently published a book trying to help them avoid common mistakes and have the best chance of putting a dent in the universe. We discussed his approach, and what on Earth he's got against product managers.
A message from this episode's sponsor - SuperProduct
This episode is sponsored by SuperProduct. Have you ever wished you could simplify competitive research, and reduce time commitment and effort but still get extraordinary insights? Well, have I got news for you! You can try SuperProduct's new course which teaches you how to unlock the potential of AI-powered insights about your competitors and about your market. This course demystifies AI and teaches you how to be the mega prompt maestro that will transform ChatGPT into your personal research assistant. Check the course out here, and make sure to use code KNIGHT to support this podcast.
Episode highlights:
 
1. Your best chance to win in B2B is to get "uncomfortably narrow" and solve a visceral problem
Startup founders often start off spraying and praying, hoping to get any traction at all and start to build their revenue. This is understandable, but generally a mistake. It's important to start off way more narrow than feels comfortable and have a really solid plan to get your next 25 customers. Everything else can follow.
2. It's easy to get misaligned and lose sight of your core value proposition
Even when organisations start off with a solid value proposition, this can change over time. But, in any case, one of the main problems with startups slowing down (or failing to scale up) is often not a lack of sales ability, but a lack of fundamental GTM narrative. You need to fix it upstream.
3. Startup founders are heroes...
Startup founders put everything on the line to bring a sometimes impossible-seeming vision to fruition. It's easy to criticise them when things are going wrong, but no one has invested more time and effort into their startup than them.
4. ... but even heroes have weaknesses
It's important for founders to be self-reflective and understand their own weak spots. In some cases, this is the first leadership position they've ever held. In other cases, they'll have glaring gaps based on their own past experience. It's OK to have gaps! But, it's important to be honest about the gaps and get the right people to help you.
5. Your first hire at a B2B startup shouldn't be a Head of Sales (or a Product Manager!)
It's tempting to get a seasoned seller into the business to get the numbers in but, actually, there's an even more crucial role that you need to hire first. Listen to the episode to find out who, but it's not a product manager - this can come later after you've got a foothold in the market and the founder can no longer scale.
Buy "The Go To Market Handbook for B2B SaaS Leaders"
"There are few people we admire more than the Founders and Leaders of software companies who have the courage, determination and, some might say, sheer madness to put their livelihoods and reputation on the line, to leave their own ‘dent in the universe’. It's a day to day, up at dawn, pride swallowing siege to lead such a business. And we know this for a fact because we’ve walked in your shoes many times. Over the last 25 years, we’ve been involved in the start-up, scale up and exit of several successful technology businesses, that between them have realized close to billion dollars of shareholder value. But along the way we've also had more than our fair share of disappointments and have the mental scars and bruising to prove it. We’ve made mistakes and fallen in what felt like bottomless pits. But fascinatingly enough, we learned as much from the ones that didn’t work, as we did from the successes. It’s these lessons which we thought we'd share in this book."
Check it out on Amazon.
Contact Richard
You can catch up with Richard on LinkedIn or visit Vencha.

Making our Product Teams Stronger through Building Communities of Practice (with Petra Wille, Author ”Strong Product People” and ”Strong Product Communities”)

Petra Wille is a product leadership coach and the author of "Strong Product People" and "Strong Product Communities". Petra is passionate about helping product teams excel and found that some of the best companies she's worked with use "Communities of Practice" to support product manager growth. We spoke all about this, and how people can get started.
A message from this episode's sponsor - SuperProduct
This episode is sponsored by SuperProduct. Have you ever wished you could simplify competitive research, reduce time commitment and effort but still get extraordinary insights? Well, have I got news for you! You can try SuperProduct's new course which teaches you how to unlock the potential of AI-powered insights about your competitors and about your market. This course demystifies AI and teaches you how to be the mega prompt maestro that will transform ChatGPT into your personal research assistant. Check the course out here, and make sure to use code KNIGHT to support this podcast.
Episode highlights:
 
1. Product managers forming communities of practice leads to great outcomes.
Organisations where product teams form bottoms-up communities of practice are more up to date in their knowledge and thinking, work more closely together and break down silos. Forming these communities makes better product work easier.
2. No two communities of practice are the same (but they're all valuable)
Sometimes, it's just a peer learning group. Sometimes, it's a book club. Sometimes it's just a bunch of people going to conferences together. Sometimes it's just a way to share updates with each other. The precise format of a community, and the rituals it observes, are less important than that it exists.
3. You need to get a rhythm going earlier to build the muscle memory of a community
It's easy to see community engagement as something that will atrophy over time, and this is possible, but it's relatively straightforward to build an early rhythm to bed in practices and build muscle memory to make sure that the community sticks.
4. The best way to get started is to focus on human-to-human connections, not canvasses, for your minimum viable community
It's important to focus your community on solving real problems that the team has, rather than the philosophical concept of "learning", which is valuable, but not tangible enough. Find things that matter, and get people together around those things.
5. Even if you're in a small company, there are still communities there for you.
You might think that communities of practice are just for bigger companies and, to some extent, they are. However, there are always communities out there that will help you; either communities of people with a specific interest or just general meetup communities where you can chat with peers.
Buy "Strong Product Communities"
"STRONG Product Communities is a comprehensive guide that empowers product people, product leaders, HR, and Learning & Development professionals to develop and nurture successful product Communities of Practice (CoP). The book offers valuable insights gathered from survey data, interviews with CoP leaders, and the author’s hands-on experience."
Check it out on Amazon.
Buy "Strong Product People"
"Are you a product leader looking for advice on how to be certain that every product manager on your team lives up to their full potential? Do you want to make sure your product people are competent, empowered, and inspired, and would you like to know how you can best help them on this journey? If you answered “yes” to any of these questions, then this book is for you!"
Check it out on Amazon.
Contact Petra
You can connect with Petra on LinkedIn. You can also check out Strong Product People, or Petra's coaching website.

Going Beyond the Dreaded Product Demo and Creating the Perfect Sales Pitch (with April Dunford, Author ”Obviously Awesome” and ”Sales Pitch”)

April Dunford is a world-renowned expert in product positioning who wrote the bestselling "Obviously Awesome" to help us all nail our product positioning. She then realised that companies were having trouble translating this positioning into a sales pitch that worked in the field, so she's back now with "Sales Pitch", a step-by-step process to craft a winning pitch. We spoke about the story behind the book and some of the themes within it.
Episode highlights:
1. All companies have a sales pitch, but most people don't seem to know where it came from
There hasn't been a standard sales pitch approach since forever and, most of the time, it seems that companies just hand the same document down from sales rep to sales rep without ever really considering what it says, or even who owns it. But, there's a method to create one that wins.
2. The sales pitch should be grounded in your positioning
It's really important to move beyond just a big list of features with some marketing slides at the front and back, and have a sales deck that tells a story about your differentiated value, your view on the market, and why you are uniquely positioned to solve the problems that market has.
3. Your product demo should be done upfront, but not all features are equal so you don't need to demo them all
You need to organise your product demos around your differentiated value and take prospects on a journey rather than clicking through every single button and tab in the product. You need to show them why the features you have matter, not just that you have them.
4. You need to call out your competitors because your customers are already thinking about them
It's natural to want to talk about yourself, and not mention your competitors at all. But, if you don't position yourself against your competitors then you allow your competitors to position themselves against you. Prospects want help navigating alternatives, and that means not just concentrating on yourself.
5. There are always potential objections to your sales pitch, so get in front of these objections
Again, it's natural to try to avoid calling out perceived weaknesses in your product, but good salespeople already handle these in the field. It's worth getting ahead of these objections so you can answer them upfront because prospects aren't always going to mention them explicitly.
Buy "Sales Pitch"
"World-renowned product positioning and marketing expert April Dunford knows that standing out in a crowded market is the key to getting sales. In Sales Pitch, she shows entrepreneurs, salespeople, marketers, and business leaders how they can achieve success by building a narrative that clearly communicates how your product is different and better than anything else on the market. Using a simple step-by-step method and compelling case stories, the author of Obviously Awesome guides you through a solid sales pitch structure that helps customers make confident buying decisions, while positioning you to clearly win in the market."
Check it out on Amazon.
Buy "Obviously Awesome"
"You know your product is awesome — but does anybody else? Forget everything you thought you knew about positioning. Successfully connecting your product with consumers isn’t a matter of following trends, comparing yourself to the competition or trying to attract the widest customer base. So what is it? April Dunford, positioning guru and tech exec, will enlighten you."
Check it out on Amazon.
Contact April
You can catch up with April on LinkedIn. You can also check her podcast, Positioning with April Dunford or her newsletter, also called Positioning with April Dunford.

Nailing your Product/Market Fit Strategy by Focusing on the Mission Critical (with Maja Voje, Growth Strategy Expert & Author ”Go-To-Market Strategist”)

Maja Voje is a growth strategy expert who has worked with some of the largest tech companies in the world. Through her consulting, she realised that there was a problem holding companies back from product/market fit. Unable to find a playbook to guide companies to the promised land, she decided to research and write one herself. We chatted about the book and some of the themes within it.
Episode highlights:
1. 95% of startups will not survive, but you can work together to beat the odds
It's not normally a bad product that's the problem. There are a zillion reasons for startup failure, but beating the odds is not a product management or a sales or marketing problem. We have to work cross-functionally, join forces and work together to align the company around success.
2. Product/market fit is more than just delivering value, but being able to build a sustainable business
Traditional definitions of product/market fit focus on whether you can deliver value to a specific market segment, but it's important to bring other dimensions into play, such as the most effective business model and people's willingness to pay. You have to capture enough value to build a sustainable business.
3. It's essential to pick a niche, define your ideal customers, and stick to the plan
It's really easy for early startup founders to try to go wide and fix everyone's problems, but this is generally a mistake. It's important to maintain discipline, be strategic, and realise that not all opportunities are created equal. You don't have to make a sale at all costs.
4. You're probably not charging enough for your solution, but your customers aren't going to price it for you
Founders sometimes fall prey to product imposter syndrome, where they fail to extract fair value from their customers because they're not sure the product is good enough, or feel bad asking for money. We need money! But, don't expect your customers to just tell you a fair price. It's important to do decent pricing research.
5. We can learn a lot from "special ops" thinking
Business science has matured over the last couple of hundred years, but there are timeless principles from military strategy that can help us succeed. Pitting small resources against larger competition, being nimble, responding to change and executing fast can help us succeed in a crowded marketplace.
Check out "Go-To-Market Strategist"
"In Growth and Marketing, we were taught how the “big tech” companies grew to their heights more than a decade ago. They had bigger budgets, teams, and global talent. Markets were less saturated. Customers were more excited about innovation. You need a different playbook for GTM. One that applies to bootstrap startups, clever leaders in innovative companies, and independent innovators. So I went on a journey. I devoted a year of my life to interviewing 54 experts from companies such as: Hubspot, Miro, Figma, Metabase, CXL, and many more to ask them to share their “go to market” advice that will most securely and successfully guide you to product-market fit."
Check out the book website.
Contact Maja
You can catch up with Maja on LinkedIn.

Fearlessly Defeating the Four Horsemen of a Product-Friendly Culture (with Eisha Armstrong, Co-founder @ Vecteris & Author ”Productize” & ”Fearless”)

Eisha Armstrong is a company founder, digital transformation consultant and author of "Productize" and new book "Fearless". This new book goes deep on the cultural underpinnings of productisation, and how company leader can align their teams and quell their own fears.
Episode highlights:
1. Many leaders are afraid of productisation...
Leaders want the benefits of productisation, but are afraid to jump in because of the investment required, and whether the bets are going to pay off.
2. ... But their employees are afraid too
Employees are afraid that they are going to lose their jobs, that their skills and knowledge will become less valuable, or that the client they have invested time in will reject the new model.
3. It's important to sell the vision and the "why" behind productisation
It's no surprise that products need a vision, but it's even more important to explain the "why" of productisation, and to connect an aspirational vision to the hard business metrics and KPIs that resonate with a service-mindset organisation.
4. The hallmarks of a successful services firm can kill a product-friendly culture
Eisha talks about the four horsemen of product-friendly culture: Knowing, Perfectionism, Scarcity Mindset and Individual Heroics. Productisation changes the game and these traits can sink productisation efforts. The company needs to shift mindset and probably needs to bring in new expertise.
5. Product leaders in service-mindset organisations have to be different
Product leaders in transforming organisations are not the same as product leaders in tech-first product organisations. Technical chops are secondary, and they need to have much better stakeholder management and communication skills to succeed. They need to ensure there is no tissue rejection by an organisation that just doesn't understand.
Buy "Fearless"
"Transforming a B2B services business model to a more scalable, profitable, productized company can have many points of failure - but the biggest and most underserved is the cultural transformation required to support successful productization. The encore book from Eisha Armstrong and her team at Vecteris, Fearless tackles this frequent point of failure and dives deep on the change management required to build a Product-Friendly Culture."
Check it out on Amazon. You can also check out the book website
Buy "Productize"
"More and more traditional professional services firms are turning to "productization" as a strategy to grow, improve valuations, and to fend off new digital-first competitors. However, many of them will fail and waste a lot of money in the process. Productize first outlines the "Seven Deadly Productization Mistakes" made when pursuing a product strategy, then provides the blueprint for overcoming each of these missteps. It is designed to be a practical playbook for any leader of a professional services business who wants to successfully accelerate growth."
Check it out on Amazon. You can also check out the book website
Contact Eisha
You can catch up with Eisha on LinkedIn.

How to Build Products when the Founder IS the Product (with Saagar Bains, Fractional Product Leader & Former Head of Product @ The Body Coach)

Saagar Bains is a fractional product leader and product advisor who started out digitally transforming his family's wholesale business and launching its e-commerce site before moving into consulting and into startups. One of those startups was The Body Coach, started by celebrity fitness guru Joe Wicks, where Saagar had the job of translating their vision into scalable reality. For this episode, we travelled to Saagar's hometown of Birmingham for a LIVE interview and Q&A about the pros and cons of building for celebrity creators.
Episode highlights:
 
1. Being an early entrepreneur can really help your product management game
Product managers often get tied up in the craft of product management and the latest frameworks, but Saagar started out working for his family business and had to work out everything as he went. This gave him an incredible bias for action, to do things that don't scale and to get scrappy where needed. These are traits that many PMs should develop rather than getting precious about process.
2. Product Management is all about the "Why"
Saagar spent some time working for Deloitte Digital and, in many cases, building stuff without being told why it was being built. This left him feeling unsatisfied, and like he wasn't doing "Proper Product". Luckily, even though The Body Coach started building with an external agency, the "why" was so strong from the founders that Saagar could take over something that made sense.
3. Creator-led businesses have a built-in audience, which means that "move fast and break things" doesn't work
If you have millions of users with a direct relationship with the brand upfront, you can't just throw anything out the door. There's an incredible amount of brand equity and trust that needs to be satisfied, and there is a higher quality bar. That said, you still have to pick your battles, and there's still good product prioritisation work to be done.
4. All founders are going to come with feature requests, and smart PMs are going to do some of them
When you have an incredibly well-respected founder who lives and breathes the product, you're going to get requests. Some of them will even make sense. But, product people who don't have evidence against the requests, or a better plan in general, are going to get overridden and they only have themselves to blame. That said, it's important not to rail against feature requests just because they're from a founder.
5. Building proper, trusting relationships with the founders is incredibly important
When working with creators with a massive following, who have invested so much of themselves into a company, the worst thing you can do is just walk in expecting them to bend to the awesome power of product management. Saagar spent several hours walking and talking with the founders before even getting the job, to understand their motivations and forge a bond. This ultimately helped him be more successful.
Contact Saagar
You can connect with Saagar on LinkedIn.

Supporting the Next Generation of Female Product Managers with Women in Product UK (with Namrata Sarmah, Founder @ Women in Product UK & CPO @ INTO)

Namrata (Nam) Sarmah is CPO at INTO University Partnerships and the founder of Women in Product UK, a community through which she hopes to build a pipeline of female product management talent and finally put to bed the excuses that hiring managers currently fall back on when challenged on their female talent acquisition. She's also passionate about making sure we get more product people into the C-suite, and will soon be launching the CPO Track community to support this. We chatted about all this, and much more.
Episode highlights:
 
1. You don't need an MBA to get into product, but it's not unhelpful
There's a lot of controversy about the merits (or lack of) of MBAs in product management. MBAs are not essential, but they can be helpful when trying to crack the C-suite as you've already spent a lot of time working on your business sense. There are other ways to get this though; the most important thing is to develop that business sense one way or another.
2. Just because you're great a product management, doesn't mean you'll be a great CPO
It's hard to land a Chief Product Officer job, and even harder to stay in there. You require a mix of skills, and just being the best at product management doesn't help. It requires a mix of business acumen, executive presence (sad, but true) and the ability to tell a story in terms that resonate with your leadership peers.
3. Building a community is hard, but you can treat it like a product
Community-building is not an easy skill to teach someone; it requires a certain mindset and certain instincts. There are different types of people in the world, and some of them are natural "connectors" who just know how to join the dots and get people together.
4. Women in Product UK is its own thing, and its superpower is diversity
There are various communities around the world that support product managers, or female product managers specifically, but a lot of them have quite a narrow focus on certain job levels or roles. Having top female CPOs available for free in a community is a superpower.
5. The name of the game is pipeline building, and allies are welcome
Some sad sacks will sit and grumble about having a "women in product" group rather than just a generic "people in product" group. but the numbers don't lie. Women are still underrepresented in senior positions, and it's easy for companies to blame "pipeline problems". So let's all build the pipeline, so they don't have an excuse anymore.
Contact Nam
You can connect with Nam on LinkedIn or check out Women in Product UK, where you can interact with the community and get onto the WhatsApp group.

Paying Off Your Organisation’s Human Debt Through Agility & Psychological Safety (with Duena Blomstrom, Founder & CEO @ People Not Tech)

Duena Blomstrom is a renowned fintech thought leader who got tired of seeing the same problems in the workplace and decided to go out and try to solve them. Duena took on banking culture with "Emotional Banking" before moving onto wider organisational change with "People Before Tech". We spoke about some of the common problems faced within organisations, how to try to solve them, and some of the reasons why companies resist those solutions.
Episode highlights:
 
1. Santa Claus is not going to come and "puke a generative culture on your enterprise"
There are no magic bullets to organisational transformation, but it's also simpler than it sounds. You need to take a number of smaller, measurable steps that move the needle. And teams have a lot more power to affect change than they think - they don't need to await permission.
2. We're not fixing it because we get in our own way
We let the status quo persist because we don't challenge ourselves, and think this is just the way business works. There's too much fear in the workplace and it's holding us back.
3. Impression Management is a big problem at work
People are afraid of looking incompetent, intrusive or troublesome at work. This is natural, but it limits us in the workplace. Start noticing when you exhibit these behaviours, and they'll start to go away automatically. It's important to speak up.
4. All companies have some level of Human Debt
As with tech debt, all companies accrue Human Debt as they grow. Human Debt is the result of all the abandoned initiatives and missed opportunities to affect change. It adds up and the interest repayments can start to cripple you.
5. You don't need to pay all the Human Debt off at once
Some bad behaviours will eventually naturally expire. As a society, we've gotten better at standing up for what's right (although there's still plenty of work to do). But, ultimately, you should pay the most burdensome Human Debt off first.
Buy "People Before Tech"
"Built upon fascinating research and an international array of case studies, People Before Tech is an incisive examination of how organizations through their digital transformations become stranded with unoptimised teams and disenfranchised employees. Duena highlights that it is vital not just to implement technology, but also to integrate it into the existing organizational culture and structure, before providing practical guidance and advice on how business leaders and HR professionals can heighten efficiency and effectiveness of workplace teams through collaborative and innovative initiatives."
Check it out on Amazon.
Contact Duena
You can connect with Duena on LinkedIn or on her website DuenaBlomstrom.com, where you can find links to all her various endeavours!