The people the product is for, and the fact that they are usually more than one person with different interests. Separating the buyer from the user from the blocker is the thing almost everything else rests on, and research only earns its cost when it changes a decision.
| # | Lesson | The question it answers | |
|---|---|---|---|
| 01 | The Buyer, the User and the Blocker | Who are the three people, and what happens when you design for the wrong one? | ✅ |
| 02 | Research That Changes Decisions | What separates research that moves a roadmap from research that produces a deck? | ✅ |
| 03 | Jobs to Be Done in Practice | How do you use it without turning it into vocabulary? | |
| 04 | Segments That Are Real | Which segments exist in behaviour, and which exist only in your CRM? | |
| 05 | Personas, and Why Most Are Useless | What makes one worth having, and what makes it decoration? | |
| 06 | The Feedback Pipeline | How do thousands of signals become a short, defensible list? | |
| 07 | Reading Support Tickets as Data | What is in there that nobody has counted? | |
| 08 | Watching People Use It | What does observation catch that interviews never will? | |
| 09 | Surveys, and Their Limits | What can you actually learn at scale, and what is noise? | |
| 10 | When Users Are Wrong | They asked for a faster horse. When is that true, and how do you tell? | |
| 11 | The Customer Who Is Not Your Customer | Non users, churned users and people who evaluated and left | |
| 12 | Building Empathy That Survives Scale | How does customer knowledge stay real past a hundred people? |