The Prodify Blog

Applying Vision-Led Product Management in the real world.

Ten Percent Happier Case Study: Impact Metrics

The following is adapted from Build What Matters. Ten Percent Happier is a mobile app that helps people be happier, healthier and more resilient through meditation. In working with co-founder and head of product Derek Haswell to apply Vision-Led Product Management, his team ran into an interesting challenge. 
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Storyblocks Case Study: The Effects of Vision-Led Product Management

The following is adapted from Build What Matters. Storyblocks is the world’s first stock media subscription service, offering video, audio, and images. We’ve worked with them since 2015 and as their CEO, TJ Leonard, put it,
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CrossLead Case Study: Converging on Product-Market Fit

The following is adapted from Build What Matters. CrossLead is a platform that helps organizations of all sizes plan, manage, and track progress toward achieving important company objectives. It was founded by Navy SEAL David Silverman, co-author of the bestseller Team of Teams, which details the military’s need to become nimbler and more flexible in order to successfully fight Al Qaeda. Many commercial organizations are faced with the challenge of making similar adaptations, but they lack the necessary software tools and frameworks, which CrossLead provides. Nevertheless, the CrossLead team did not see immediate market traction.
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Contactually Case Study: The Power of Focus

The following is adapted from Build What Matters. Initially, Contactually was a customer relationship management (CRM) tool for the long tail, allowing small businesses in virtually any industry to manage customer relationships and communications with easy-to-understand, web-based software. The product team had been receiving input from all directions. Customers requested additional features, sales wanted new demo capabilities, customer support identified bugs to fix, and engineering felt an urgency in addressing overdue technical debt. Internal stakeholders became disconnected and frustrated with the product team, yet further trade-offs still needed to be made.
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