Software Product Management
Clarity, rhythm, and shared understanding for successful software team
With more than a decade of experience in Software Product Management, we have guided global organizations in transforming how they build and scale digital products. Our approach sets clear goals through OKRs, establishes a structured meeting rhythm to keep teams aligned, and creates a shared language between business and technology. This combination removes friction, fosters collaboration, and ensures that every product decision drives measurable value
From strategy to execution: A balanced product management approach
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Setting the right OKRs plays a crucial role in organizations who develop software, providing a compass to navigate towards happy users and healthy business cases.
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The initiatives from the Objectives and Key Results are linked to the EPICs on the Agile boards. This creates a waterfall based list of activities which can be communicated with Customers.
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The Epics are then translated into Agile Features, giving the teams the opportunity to support technical refinement, boost product discovery and promote UX research
We have helped organizations worldwide strengthen their product management practices and deliver digital solutions that matter. A key element of our approach is the use of Objectives and Key Results (OKRs). OKRs act as a compass for software teams: the Objectives describe the ambition (e.g., creating happier users or building sustainable business cases), while the Key Results define how progress is measured. This ensures everyone works toward the same outcomes with clarity and focus.
From there, we connect these OKRs to the Agile boards by translating them into Epics—large bodies of work that outline what must be delivered. To keep things structured and transparent, these Epics are organized in a waterfall-like sequence, forming a clear roadmap that can be easily communicated with customers and stakeholders. This gives both the business and the teams a shared view of priorities and dependencies.
Finally, we bring agility into execution by breaking down Epics into Agile Features. This allows teams to refine technical details, explore product discovery opportunities, and conduct UX research in iterative cycles. By combining the clarity of OKRs, the structured roadmap of waterfall, and the adaptability of agile, we create a balanced system where strategy, delivery, and learning continuously reinforce each other.
From there, we connect these OKRs to the Agile boards by translating them into Epics—large bodies of work that outline what must be delivered. To keep things structured and transparent, these Epics are organized in a waterfall-like sequence, forming a clear roadmap that can be easily communicated with customers and stakeholders. This gives both the business and the teams a shared view of priorities and dependencies.
Finally, we bring agility into execution by breaking down Epics into Agile Features. This allows teams to refine technical details, explore product discovery opportunities, and conduct UX research in iterative cycles. By combining the clarity of OKRs, the structured roadmap of waterfall, and the adaptability of agile, we create a balanced system where strategy, delivery, and learning continuously reinforce each other.
We combine the clarity of OKRs, the structure of waterfall roadmaps, and the adaptability of agile to align strategy with delivery.
It gives teams focus through clear goals, a predictable rhythm for collaboration, and a shared language across business and technology.
Faster delivery, stronger alignment, and digital products that consistently meet user needs and business objectives.
With over a decade of experience in Software Product Management, we have guided organizations in shaping and scaling successful digital products.
