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Mind the Product

Product Management Career

Sunday Rewind: Domain expert or practice expert: Your product management career

Guest Post

Product design fundamentals every product manager should know

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Strategy

Stakeholder Management

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

The best resources for product managers in 2025

Three amazing speakers to learn from at #mtpcon London 2025

Does product management only work for tech and startups?

How GenAI has improved GoDaddy’s product experience – Laka Sriram (VP Generative AI, GoDaddy)

Synthesia becomes the UK’s largest AI product: Lessons for product teams

Nicola Edwards is a Product Manager at Arcus Global, an award winning social enterprise responsible for creating SaaS programs and mobile apps in the cloud for local councils across the UK. 
Throughout her career Nicola has worked exclusively with national charities, Government and third sector organisations to develop a range of new products: from online courses, job applications and even an app to help farmers in Africa, to helping local councils monitor and licence private sector housing.
Nicola recently completed a Creative Writing diploma at Cambridge University, and writes in her spare time.

Nicola Edwards

In this fun talk at ProductTank London, product management advisor Thor Mitchell discusses the messy reality of how to scale his cheese on toast business, and outlines how product managers can use a three-step process to take the burden of scaling away from company founders.
<h2>What Does Scaling a Business Even Mean?</h2>
Different stakeholders will have different opinions, but Thor’s definition encapsulates it simply as: “Exponentially more revenue without exponentially more cost so long as it remains both legal and ethical.”
He breaks this down into three principles:
<ul>
<li>Increase engagement &#8211; bring more visitors to the product</li>
<li>Increase conversion rates &#8211; convert visitors into paying customers</li>
<li>Increase efficiency &#8211; ensure the business copes easily with the increased volume of customers</li>
</ul>
Sounds simple. But how do you achieve this?
Thor suggests three steps to untangle the messy reality of scaling a business:
<h3>Step 1: Identify the Growth Vectors</h3>
This is the direction the company chooses to go increase growth.
There are many options to choose from: increase sales volume, more product lines, new premium or budget options, or a new geographic location. However, Thor explains a process is needed to select only one vector to pursue. This avoids conflict and cultural strain while the company tries to adapt to the new direction.
How do you identify which growth vector to use?
<h3>Step 2: Do Your Research</h3>
The type of research you do depends on the growth vector you choose.
For example if you are seeking to add a new product you will research demand, pricing, margins, and competitors. If you are seeking to expand into a new location you will investigate the size of the market and any local competitors. Keep going until you have whittled down all the options to what is the most promising. Choose one and move on to step 3.
<h3>Step 3: Map Dependencies</h3>
What are the dependencies which accompany your chosen growth vector?
Will you need more support, more tech, new suppliers? What is the possible ROI on this investment? Could this be offset by introducing a partner?
Identifying the single biggest bottleneck to achieving this growth and removing it is the best way to tackle dependencies. But Thor cautions us to be mindful that the most obvious solution is not always the best.
For example, when looking at a process we want to improve there is usually a range of people and skills involved: At one end there may be people doing repetitive routine-based tasks, while at the other there may be highly specialised people carrying out more complex tasks or processes. The temptation is to automate the routine processes and leave the more specialised processes alone. But this may not be the best use of resources.
The teams carrying out routine operations will be low cost with the ability to grow or shrink depending on demand, and the more highly specialised functions could offer greater ROI. This is why research is crucial.
Using this three-step process Thor shows us how to determine all options for expanding the business, how to research to make informed decisions on which direction is best, and the tactics we might use to achieve this. It can help you take your product and team to the next level.

core/freeform

Product Management Skills

How to keep your head about generative AI (when everyone is losing theirs) by Claire Woodcock

How to F.A.I.L. better in product by Marc Abraham

10 years Wiser: Lessons learned from scaling Wise by Nilan Peiris

Fighting product-market drift by Dave Wascha

Experiment like a boss by Merissa Silk

How to find out what your customers want by Janet Bumpas

All product management should be focused on growth by Partho Ghosh

Product, dance, and pockets of brilliance by Pippa Topp

A quick look at decision supervision by Lucy Spence

Identify and manage imposter syndrome by Phyllis Njoroge

From Start-up to Scale-up by Thor Mitchell

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